LEGISLATIVE APPROPRIATIONS EQUEST · Finally, UT Tyler s reputational growth is illustrated by moving from a Regional University to a National University, as determined by U.S. News

LEG ISLAT IVE APPROPR IAT IONS REQUEST F I S C A L Y E A R S 2 02 2 A N D 2 02 3

S u b m i t t e d t o t h e G o v e r n o r ’ s O f f i c e a n d t h e L e g i s l a t i v e B u d g e t B o a r d

THE UN IVERS ITY OF TEXAS AT TYLER

Sep tem ber 2020

The University of Texas at TylerTable of Contents

Administrator’s Statement……………………………………………………………………………………………………………………………………………………………………………. 1

Organizational Chart……………………………………………………………………………………………………………………………….............................................................................9

Biennial Budget Overview…………………………………………………………………………………………………………………………....………………………………………………………………………………………………………………………………………………………………………………12

Summaries of Requests:

2.A. Summary of Base Strategy……………………………………………………………………………………………………………………......…………………………………………………………………………………………………………………………………………………………………………….13

2.B. Summary of Base Request by Method of Financing………………………………….………………………………………………………....…………………………………………………………………………………………………………………………………………………………………………….16

2.C. Summary of Base Request by Object of Expense……………………………………………………………………………………………….…………………………………………………………………………………………………………………………………………………………………………….20

2.D. Summary of Base Request Objective Outcomes.………………………………………………………………………………………………..…………………………………………………………………………………………………………………………………………………………………………….21

2.E. Summary of Exceptional Items Request.………………………………………………………………………………………………..…………………………………………………………………………………………………………………………………………………………………………….24

2.F. Summary of Total Request by Strategy…………………………………………………………………………………………………….........…………………………………………………………………………………………………………………………………………………………………………….25

2.G. Summary of Total Request Objective Outcomes………………………………………………………………………………………….........…………………………………………………………………………………………………………………………………………………………………………….28

3.A. Strategy Requests:

Operations Support…..………………………………………………………………………………………………………………………………..…………………………………………………………………………………………………………………………………………………………………………….32

Staff Group Insurance Premiums……………………………………………………………………………………………………………………..…………………………………………………………………………………………………………………………………………………………………………….36

Workers’ Compensation Insurance.…………………………………………………………………………………………………………………..…………………………………………………………………………………………………………………………………………………………………………….38

Texas Public Education Grants…...…………………………………………………………………………………………………………………..…………………………………………………………………………………………………………………………………………………………………………….40

Educational and General Space Support.……………………………………………………………………………………………………………..…………………………………………………………………………………………………………………………………………………………………………….42

Tuition Revenue Bond Retirement……………………………………………………………………………...………………………………….....…………………………………………………………………………………………………………………………………………………………………………….44

Palestine Campus.……………………………………………………………………………………………………………………………………..…………………………………………………………………………………………………………………………………………………………………………….46

Longview Campus……………….……………………………………………………………………………...………………………………….....…………………………………………………………………………………………………………………………………………………………………………….48

Institutional Enhancement………………….………………………………………………………………………………………………………....…………………………………………………………………………………………………………………………………………………………………………….50

Comprehensive Research Fund.…………………………………………………………………………………………………………………........…………………………………………………………………………………………………………………………………………………………………………….52

3.A.1. Program-Level Request Schedule…….……………………………………………………………………………………………………..…………………………………………………………………………………………………………………………………………………………………………….55

i

Table of Contents

(Continued)

Supporting Schedules:

4.A. Exceptional Item Request Schedule…….……………………………………………………………………………………………………..…………………………………………………………………………………………………………………………………………………………………………….56

4.B. Exceptional Items Strategy Allocation Schedule……………………………………………………………………………………………………………..…………………………………………………………………………………………………………………………………………………………………………….58

4.C. Exceptional Items Strategy Request……………….………………………………………………………………………....…………………………………………………………………………………………………………………………………………………………………………….60

6.G. Homeland Security Funding Schedule - Part C - COVID-19 Related Expenditures….............................................................. 62

6.H. Estimated Funds Outside the Institution’s Bill Pattern……………….………………………………………………………………………....…………………………………………………………………………………………………………………………………………………………………………….65

Higher Education Schedules:

Schedule 1A – Other Educational and General Income…………………………………………………………………………………………........…………………………………………………………………………………………………………………………………………………………………………….66

Schedule 2 – Selected Educational, General and Other Funds.……………………..………………………………………………………………..…………………………………………………………………………………………………………………………………………………………………………….69

Schedule 3B – Staff Group Insurance Data Elements (UT/A&M)…………………………………...……………………………………………....…………………………………………………………………………………………………………………………………………………………………………….70

Schedule 4 – Computation of OASI……………………………………………………………………………………………………………….….…………………………………………………………………………………………………………………………………………………………………………….73

Schedule 5 – Calculation of Retirement Proportionality and ORP Differential………………………………………………………………….…..…………………………………………………………………………………………………………………………………………………………………………….74

Schedule 6 – Constitutional Capital Funding………………………………….…………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………….75

Schedule 7 – Personnel…………………………………………………………………………………………………………………………..........…………………………………………………………………………………………………………………………………………………………………………….76

Schedule 8B – Tuition Revenue Bond Issuance History…………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………….77

Schedule 8C – Tuition Revenue Bonds Request by Project......…………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………….78

Schedule 9 – Non-Formula Support…..………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………….79

ii

Schedules Not Included

Agency Code:

750

Agency Name:

The University of Texas at Tyler

Prepared By:

UT Tyler

Date:

September 2020

Request Level:

Baseline

For the schedules identified below, The University of Texas at Tyler either has no information to report or the schedule is not applicable. Accordingly, these schedules have been excluded from The University of Texas at Tyler Legislative Appropriations Request for the 2022-2023 biennium.

Number Name

3.B. Rider Revisions and Additions Request

3.C. Rider Appropriations and Unexpended Balances Request

6.B. Current Biennium One-time Expenditure Schedule

6.F. Advisory Committee Supporting Schedule

6.J. Summary of Behavioral Health Funding

6.K. Budgetary Impacts Related to Recently Enacted State Legislation Schedule

6.L. Document Production Standards

8 Summary of Requests for Capital Project Financing

8.A. Tuition Revenue Bond Projects

iii

Automated Budget and Evaluation System of Texas (ABEST)

9/16/2020 2:21:00PM

750 The University of Texas at Tyler

87th Regular Session, Agency Submission, Version 1

Administrator's Statement

THE UNIVERSITY OF TEXAS AT TYLER

Legislative Appropriations Request for FY 2022-2023

Overview

The University of Texas at Tyler is on a strong growth trajectory – growth in student success , growth in impact, and growth in reputation. This growth is illustrated by

several trends.

First, in Academic Year 2019-2020, UT Tyler awarded 3,012 degrees – the most ever in our history. That high point marked four consecutive years of increased degrees

awarded. These degrees are being awarded to nurses who are going on to work in COVID hot spots across the state and nation; to engineers designing the innovations

of our future; and for the first time ever to pharmacists filling a dire workforce need in East Texas.

UT Tyler’s growth is further exemplified in the vast geographies from where our students come. While we maintain our focus on educational opportunities for East

Texans, our students now come from 150 Texas cities, 49 states, 64 countries, and 6 of the 7 continents. In fact, even in the midst of a pandemic, UT Tyler will welcome our

largest ever first-time-in-college (FTIC) class, one of our largest transfer classes, and achieve our highest retention rate in history . These students are choosing UT Tyler

because of our state- and nationwide impact. For example, our student and faculty research has been featured in publications ranging from The Texas Tribune to Politico ,

Fox News to MSN, and our Small Business Development Center recently earned a federal grant to help communities and businesses respond to and recover from the

economic impact of the coronavirus pandemic.

Finally, UT Tyler’s reputational growth is illustrated by moving from a Regional University to a National University , as determined by U.S. News & World Report, and

moving from a Carnegie Master’s University to a Carnegie Doctoral University. These national distinctions are external validations that UT Tyler is growing, improving,

and making a difference on behalf of the State of Texas.

Like almost every other business, organization, and institution of higher education, UT Tyler has directed much of our recent attention to issues surrounding COVID-19.

However, we recognize that through this challenge we must maintain our efforts on the four pillars of our strategic plan , which have led to the strong positive outcomes

we have experienced. They are: student success, student engagement, research and scholarship, and community engagement.

Student Success

UT Tyler student success statistics are on a positive trend. Retention rates1 have improved each year for the past five years, and the number of degrees awarded have

increased each year for the past four years. This is not by accident. UT Tyler implemented many initiatives focused on student success, including our Patriot Strong

program. The Patriot Strong program is a coordinated care network that provides campus-wide undergraduate student support through early alerts and case referrals. Put

simply, any faculty or staff member can notify the Patriot Strong team of a student who may need additional support , and the appropriate unit will reach out to the

student. The Patriot Strong program has helped support 2,977 unique students over the four semesters it has been in place.

Student success at UT Tyler means more than increased retention and graduation numbers. We want to ensure our students have successful careers upon graduation. To

better prepare students for successful careers, we have placed career success coaches whose sole purpose is to help students prepare for their career after college in each

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of our colleges. We also regularly host opportunities for students to meet and interact with professionals in their fields to gain specific insight in their particular area of

interest as well as the soft skills that are important regardless of profession.

This focus on students’ careers after graduation is showing results. When asked, 82% of UT Tyler undergraduate students and 89% of UT Tyler graduate students say

their program is focused on marketable skills. We as an institution recognize the importance of preparing our graduates for the workforce, and we will maintain our focus

on this effort.

Student Engagement

We recognize that engaged students will be successful students. Therefore, UT Tyler is committed to engaging students in all areas of university life. This includes not

only the traditional activities associated with a university like athletics and Greek life, but also other areas for students to be involved. For example, UT Tyler recently

partnered with our local Habitat for Humanity chapter to build a playhouse that was auctioned off to raise funds . Our construction management students led the process,

providing an engagement opportunity and excellent practical experience. The strong partnership is continuing through a group of UT Tyler construction management

students renovating a home for Habitat to provide to a family in need.

To further promote student engagement, UT Tyler recently implemented Patriots Engage. Patriots Engage serves as a platform that keeps UT Tyler students engaged and

aware of opportunities that exist outside the classroom. It is a one-stop centralized approach where students can quickly get involved, be informed of available resources,

promote retention, and track all co-curricular experience that will enhance career readiness. Patriots Engage has also been pivotal in our response to COVID-19 because

the platform can assist with

contact tracing and attendance tracking of events (in-person and online) while continuing to promote student engagement outside the classroom during the pandemic.

Research and Scholarship

UT Tyler encourages our faculty to engage in scholarship that directly impacts our region, state, and nation. Our faculty have worked on projects ranging from the

education of low-income students to the prevention of Alzheimer’s and dementia to controlling the fire ant population . UT Tyler has recently been recognized for our

work improving economic outcomes through our Small Business Development Center, as well as the incredibly accurate polling produced by our Center for Opinion

Research. In fact, the Center for Opinion Research recently partnered with The Dallas Morning News to complete a series of polls outlining Texas voters’ preferences on

candidates and issues leading up to the 2020 November general election.

Additionally, our faculty are encouraged to engage undergraduate students in their research, and students who receive a Presidential Fellowship at UT Tyler are required

to work with a faculty member. This is another way to promote student success, student engagement, and research and scholarship all in one initiative.

Community Engagement

While UT Tyler has always been active in our community, we recently established a focused effort on enhancing community engagement efforts. Community engagement

initiatives enable us to take the intellectual capabilities and resources of the University into our region, which strengthens the surrounding communities.

During these challenging times, the partnerships we have developed have been vital for many of our region’s organizations. Our College of Nursing and Health Sciences

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recently assisted the Smith County team leading the local COVID-19 response with statistical analyses of the data being collected, while our Hibbs Institute for Economic

Research helped local economic development professionals better understand the economic repercussions so they could address those challenges. Meanwhile, UT Tyler

Ben & Maytee Fisch College of Pharmacy students are assisting the Northeast Texas Health District with contact tracing – a vital need, especially in the more rural areas

of East Texas. All these partnerships exemplify UT Tyler’s ability to quickly and nimbly address real needs in our communities .

Impact of COVID-19

In response to COVID-19, UT Tyler joined with the entire University of Texas System to uniformly adjust our operations . Specifically, UT Tyler took the following actions

in accordance with UT System guidelines:

• Moved all academic instruction to an online format for the second half of the spring semester and the summer semesters. Face-to-face courses in late summer were

limited to nursing courses requiring access to simulation labs.

• Reduced the number of students living on campus and participating in campus dining to only those students who had no other alternative.

• Postponed spring 2020 commencement ceremonies; degrees were conferred on time.

• Reimbursed students for unused portions of residence and dining plans and parking permits.

• Converted the majority of business processes to remote operations.

As UT Tyler planned for the launch of a new academic year, a Reboot Task Force was charged with developing procedures to bring students back on campus and resume

normal operations while balancing the threat posed by COVID-19. Those procedures include:

• Mandatory return-to-work employee training designed to educate employees on the virus, associated risks, and mitigation techniques.

• Mandatory student training designed to educate employees on the virus, associated risks, and mitigation techniques.

• A phased approach for bringing personnel back to campus over the summer.

• Adjusting room capacities to allow for physical distancing.

• Providing testing and personal protective equipment when necessary.

Changes to University operations in response to COVID-19 resulted in both unplanned expenses and reductions to revenue. Increased operating expenses include:

• Increased facilities cleaning frequency

• Personal protective equipment

• Additional student support

• Costs associated with the conversion of all spring and summer courses to an online format

• Greatly decreased space utilization of campus facilities due to physical distancing requirements resulting in 30 – 50 percent use of maximum capacities.

Reductions in revenue include:

• Reimbursements to students for unused spring housing, meal plan, and parking revenue

• Reduced operation of Herrington Patriot Center (recreation center), the R. Don Cowan Fine and Performing Arts Center, and Discovery Science Place

In response to these expenses, the Department of Education through the CARES Act provided the following support:

• Student Aid – approximately $2.6 million in pass-through funding was awarded directly to eligible students who applied for the grant. 1,401 students received a grant,

with an average award amount of $1,854.

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• Institutional Aid

o $1,375,000 reimbursed to students for unused spring 2020 housing, meal plans, and parking fees

o $200,000 invested in classroom technology to better serve students in online classes

Additionally, The University of Texas System (UT System) has provided support for the student emergency fund and made a commitment to assist institutions with

revenue losses as a result of student reimbursements.

UT Tyler took proactive actions during the spring to minimize expenses in anticipation of continued economic uncertainty . Travel budgets were reduced, as all travel was

cancelled; a hiring freeze of all non-essential vacant positions was implemented; and all discretionary projects were put on hold. These actions helped ensure the

University was prepared to address the 5% budget reduction announced by Governor Abbott on May 20, 2020. UT Tyler will implement the $2.6 million reduction in its FY

2021 budget primarily through salary savings generated by frozen vacant positions and administrative expense reductions.

UT Tyler, along with all UT System academic institutions, continues to collaborate closely with UT System on options that may assist in minimizing the fiscal impact of

COVID-19. One such option that will be implemented for fiscal 2021 is the principal deferment of the Revenue Financing System (RFS) debt service obligation. RFS debt

service primarily supports auxiliary facilities such as residential housing and the recreation center. With the spring housing reimbursement to students and the possibility

of reduced housing revenue in the fall as lower occupancy capacities are considered, this principal deferral, approximately $2.4 million, will ease potentially strained cash

outflows. The deferred principal amount will be amortized over the 5-year period beginning in fiscal 2022.

It remains too early to identify the full impact of this virus on the East Texas economy or UT Tyler’s financial position ; however, we are certain CARES Act funding will

not completely address the additional operating expenses and lost revenue associated with COVID-19 costs at UT Tyler, especially as we continue to experience

increased operating costs. UT Tyler continues to monitor our financial position closely and implement appropriate actions to minimize the fiscal impact while preserving

our commitment to our students and the State of Texas.

Significant Change: Administrative Realignment with UT Health Science Center Tyler (UTHSCT)

Building on the strong partnerships that already exist between UT Health Science Center at Tyler and UT Tyler, the two institutions are pursuing an administrative

alignment to benefit students and faculty with the best opportunities to learn, teach, conduct research, and deliver health care in a single, fully integrated academic and

medical setting. Initial steps have been taken to address accreditation with the Southern Association of Colleges and Schools Commission on Colleges and notification

has been made to the Texas Higher Education Coordinating Board. The administrative alignment will not require changes to the Tyler institutions’ state appropriations

structures and processes. However, the leadership and organizational structure are expected to change in January 2021.

Non-Formula Support

UT Tyler currently receives three items: Institutional Enhancement, Longview Campus, and Palestine Campus. These lines of support are vital for the University to

continue working toward our vision. Further, UT Tyler is seeking a new exceptional item to restore the 5% budget reduction requested May 20, 2020.

Institutional Enhancement

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Funds from Institutional Enhancement help support UT Tyler’s student success efforts . This appropriation directly funds academic advisors and academic support

services such as supplemental instruction, tutoring services, and UT Tyler’s Math Lab. Students rely on these advisors and services to help them successfully complete

their coursework and graduate in a timely manner. This investment has been successful, as shown in historically high retention rates and graduation numbers.

Longview Campus and Palestine Campus

Non-Formula Support items funding our Longview Campus and Palestine Campus enable UT Tyler to fulfill our vision to serve as the educational and economic driver of

the entire East Texas region. These campuses serve more economically distressed areas when compared to the main campus. Palestine, in particular, provides access to a

university-level education where there are no other university options and access to high-speed internet is often unattainable, making online programs difficult to pursue.

These campuses do not simply provide access to students in the greater East Texas region, but provide access to extremely high-quality, high-demand programs. Both

campuses regularly have 100% passing rates on the NCLEX exams for their nursing graduates. Additionally, these campuses offer much-needed resources to the

surrounding areas. For example, the Longview Campus recently partnered with the Small Business Administration to open a Small Business Development Center location,

which has been instrumental in working with businesses and individuals facing challenges in the current difficult economy .

Offering off-site programs such as those at Longview and Palestine is important for our access mission and our commitment to East Texas . However, it is more expensive

to educate students at these locations because they do not offer economies of scale efficiencies due to their rural locations. If these exceptional items were to be phased

out, UT Tyler would request that the phase out occur when the total revenue from these locations matches their cost of operation.

Restoration of Budget Reduction

UT Tyler fulfilled the 5% ($2.6 million) budget reduction requested on May 20, 2020, by implementing a hiring freeze of all vacant positions on campus not deemed

essential for minimum operation. The institution has been very strict on what is considered essential, meaning we are not hiring for positions including academic advisors,

scholarship coordinators, and librarians in addition to several faculty positions. This reduction comes at a time when the institution, just like almost every other business

and organization in Texas, is facing severe economic hardships due to COVID-19 and the subsequent economic uncertainty.

UT Tyler understands the need for all state-funded organizations to do our part to help address the challenges we face, and we will continue to maximize all of our

available resources to ensure our students continue to receive the same support and experience they expect and deserve from our institution. However, continuing to

operate without this investment from the State, coupled with increased costs and lost revenue associated with COVID-19, will eventually have a negative impact our

students and could threaten the positive growth trajectory we have been on.

Policy on Criminal History Records

It is the policy of UT Tyler to obtain criminal history record information on applicants who are under final consideration , following normal screening and selection

processes, for a position that is designated as security sensitive. Security sensitive positions are restricted to those positions described in Texas Education Code

§51.215(c) and Texas Government Code §411.094(a)(2), as those sections may be amended from time to time. The chief administrative officer of the institution, or that

officer’s designee, will designate which positions or areas are security sensitive. Security sensitive positions designated by UT Tyler include the following: all executive,

administrative, and professional positions, all faculty positions, all classified positions, all part-time positions, and all volunteer positions.

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Conclusion

UT Tyler’s strong growth trajectory will greatly benefit Texas as it brings more resources, both intellectual and financial, to the State. The University seeks the state’s

investment through a fully funded formula as well as specific, important non-formula items, including Institutional Enhancement, Longview Campus special item, Palestine

Campus special item, and restoration of previous budget reductions.

One item that has not yet been addressed is campus infrastructure needs. Although UT Tyler is not including a Tuition Revenue Bond request in recognition of the

challenging budgetary situation facing the State, our institution does face significant facility needs. For example, UT Tyler is likely one of the only universities in the

country that does not have a dedicated science building. With our newly-established Pre-Med Academy, nationally-ranked nursing program, and the recent addition of

the Ben & Maytee Fisch College of Pharmacy, the University needs a building dedicated to high-quality classrooms and labs for all pre-health-related programs. This

building would be instrumental as we seek to support future medical students in East Texas. Additionally, we have experienced significant, sustained growth in many

high-need areas of the workforce, like engineering. Our engineering program in Houston (in partnership with Houston area community colleges) has outgrown its current

space and requires additional investment to meet its ever-increasing demand.

“Big ticket” items like these are met with equally important projects like much-needed sidewalks and interior access roads that will improve student safety on campus, and

renovations to buildings like our library and University Center that enhance student success. Our Palestine Campus, in particular, is experiencing an acute need for an

interior road to improve safety for our open-enrollment charter school, the UT Tyler University Academy.

We are proud of the work UT Tyler is doing in East Texas and the success of our students.

With this Legislative Appropriations Request, we seek an investment from the State that will create great dividends for the future of Texas.

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uttyler.edu

Fall 2020 Texas Enrollment by Current Home Address

Percent of Undergraduate per Declared College

Fort Worth

Waco

Dallas

Tyler

Houston

Laredo

San Antonio

Austin

Abilene

MidlandEl Paso

Lubbock

Amarillo

CorpusChristi

30%

21%

19%

13%

8%9%

College of Nursing& Health Science

Soules College of Business

College of Engineering

College of Education & Psychology

Undeclared / other

College of Arts & Sciences

7


uttyler.edu

55%

60%

65%

70%

75%

80%

Texas Public University College Costs, 2020–21Year One Retention of First Time in College (FTIC)

2013 2014 2015Cohort Years

2017 20182016

Note: Information is based on average costs for resident, dependent students

living off campus who enroll in 15 credit hours in both fall and spring.

Note: *The UT System Coordinated Admission Program (CAP) allows some

freshman applicants to UT Austin to begin their studies at UT Tyler and

transfer to UT Austin following their freshman year. Since CAP students never

intend to pursue a UT Tyler degree, we track non-CAP as well as CAP data.

61%

67%

62%

58%

68% 64%

71%

74%

71%

UT Tyler Degrees Awarded Average Financial Aid Package

Percent of Baccalaureate Graduates Who AreFirst Generation College Graduates, 2019–20

2016–17

2017–18

2018–19

2019–20

78%

69%

62%

FTIC with CAPFTIC without CAP*

0 500 1,000 1,500 2,000 2,500 3,000

2,260

2,405

2,669

3,012

$0

$3,000

$6,000

$9,000

$12,000

$15,000

Minimum UT Tyler Average Maximum

$8,442$9,146

$9,844

$14,072

Student Success & Access

$9,062

58.5%8

Vice President for Operations and Strategic Initiatives (8)

Chancellor

Vice President for Marketing (6)

President (11)

Vice Chancellor

Vice President for Budget and Finance (9)

Vice President for Technology (8)

Vice President for University Advancement (4)

Legal Affairs (2)

Internal Audit (2)

Government and Community Affairs (5)

Athletics (19)

R. Don Cowan Performing Arts Center (1)

UT System Board of Regents


Total FTE = 94

Provost and Vice President for Academic Affairs (11)

Vice President for Student Success (8)

9

University of Texas at Tyler – Descriptions of Functional Units

President - The President is the chief executive officer of the University and exercises broad delegated authority for campus

administration.

Provost - The Chief Academic Officer and the Office of the Provost promote and pursue excellence in the University's academic units,

oversees all Academic Affairs units at UT Tyler and sponsors faculty hiring, faculty promotion and tenure, and all academic programs.

This office maintains an active role in the application and dissemination of policy, the development of new degree programs, and the

enhancement of academic research.

Budget and Finance - The Chief Financial Officer and the Office of Budget and Finance are responsible for all financial functions,

including budget, finance, payroll, procurement and expense reimbursement as well as human resources.

Operations- The Chief Operating Officer and the Office of the Vice President for Operations oversee facilities, buildings, real estate,

environmental health and safety, and emergency management. Additionally, the office oversees progress monitoring for strategic

initiatives.

Student Success – The Office of the Vice President for Student Success provides oversight for co-curricular and extracurricular

programs, services and support related to all aspects of campus life.

Government and Community Affairs - The Office of Government and Community Affairs has responsibility for the University's

government and community relations. Specifically, the office focuses on building effective relationships with elected and appointed

leaders, monitoring legislative and regulatory initiatives, and developing the University's presence among civic and community groups.

Advancement - The Office of Advancement supports the University’s fundraising efforts, working closely with the University’s deans and

program directors.

Information Technology – The Chief Information Officer and the Office of Information Technology provides the physical, personnel and

financial resources for information technologies to help students, faculty and staff accomplish the research, instructional, and public

service functions of the University.

10

Marketing - The Chief Communications Officer and the Office of Marketing provide strategic leadership that shapes the character,

direction and underlying principles guiding the University’s institutional communications; takes primary responsibility for organizing

University-wide resources, brand identity and positioning, internal and external communications, message content, media

visibility/media relations and crisis communication; and fully integrates these efforts in service to the University mission and vision.

Additionally, this office oversees student admissions and financial aid.

Internal Audit - The Chief Audit Executive and the Office of Internal Audit enhance and protect organizational value by providing risk-

based, objective assurance and advice to UT Tyler and UT System executive management relating to the achievement of the

University’s strategic and operational objectives.

Legal Affairs - The Chief Legal Officer and the Office of Legal Affairs provide general counsel to UT Tyler and the president,

administrative officers, faculty, and staff when acting within the course and scope of their employment. Additionally, the office facilitates

contract administration.

Athletics - Responsible for overall administration and supervision of the University’s intercollegiate athletics program.

R. Don Cowan Performing Arts Center - The Center serves the University, Tyler area and East Texas region as a major focal point

for cultural arts.

UT Tyler – Descriptions of Functional Units, continued

11

Budget Overview - Biennial Amounts




Appropriation Years: 2022-23

ALL FUNDS

2020-21 2022-23 2020-21 2020-21 2020-21 2020-212022-23 2022-23 2022-23 2022-23 2022-23

EXCEPTIONAL

ITEM

FUNDSGENERAL REVENUE FUNDS GR DEDICATED FEDERAL FUNDS OTHER FUNDS

Goal: 1. Provide Instructional and

Operations Support

1.1.1. Operations Support 33,964,382 17,295,644 51,260,026

1.1.3. Staff Group Insurance Premiums 2,576,115 2,856,532 2,576,115 2,856,532

1.1.4. Workers' Compensation Insurance 85,504 85,504 85,504 85,504

1.1.6. Texas Public Education Grants 3,081,892 3,819,702 3,081,892 3,819,702

34,049,886 85,504 22,953,651 6,676,234 Total, Goal 57,003,537 6,761,738

Goal: 2. Provide Infrastructure Support

2.1.1. E&G Space Support 8,056,986 8,056,986

2.1.2. Tuition Revenue Bond Retirement 19,739,750 19,738,850 19,739,750 19,738,850

27,796,736 19,738,850 Total, Goal 27,796,736 19,738,850

Goal: 3. Provide Non-formula Support

3.1.1. Palestine Campus 258,983 258,984 258,983 258,984 107,237

3.1.2. Longview Campus 696,190 696,188 696,190 696,188 289,940

3.4.1. Institutional Enhancement 6,505,684 6,505,684 6,505,684 6,505,684

7,460,857 7,460,856 Total, Goal 7,460,857 7,460,856 397,177

Goal: 6. Research Funds

6.3.1. Comprehensive Research Fund 200,198 200,198

200,198 Total, Goal 200,198

Total, Agency 69,507,677 27,285,210 22,953,651 6,676,234 92,461,328 33,961,444 397,177

424.3 424.3 Total FTEs 2.0

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Goal / Objective / STRATEGY Exp 2019 Est 2020 Bud 2021 Req 2022 Req 2023


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2.A. Summary of Base Request by Strategy

1 Provide Instructional and Operations Support


0 0 25,083,473 26,176,553 26,256,0921 OPERATIONS SUPPORT (1)

1,469,866 1,386,666 1,308,175 1,267,940 1,407,1243 STAFF GROUP INSURANCE PREMIUMS

42,752 42,752 42,752 42,752 42,7524 WORKERS' COMPENSATION INSURANCE

1,938,075 1,881,627 1,627,361 1,454,531 1,557,4246 TEXAS PUBLIC EDUCATION GRANTS

$29,263,392TOTAL, GOAL 1 $28,941,776 $28,061,761 $3,311,045 $3,450,693

2 Provide Infrastructure Support

1 Provide Operation and Maintenance of E&G Space

0 0 4,028,493 4,028,493 3,866,6841 E&G SPACE SUPPORT (1)

9,869,600 9,869,250 9,869,900 9,869,850 9,869,9552 TUITION REVENUE BOND RETIREMENT

$13,736,639TOTAL, GOAL 2 $13,898,343 $13,898,393 $9,869,250 $9,869,600

(1) - Formula funded strategies are not requested in 2022-23 because amounts are not determined by institutions.

2.A. Page 1 of 3

13




9/16/2020 2:21:02PM



3 Provide Non-formula Support

1 INSTRUCTIONAL SUPPORT

129,492 129,492 75,873 183,110 203,4551 PALESTINE CAMPUS

348,094 348,094 203,125 493,065 547,8492 LONGVIEW CAMPUS

4 INSTITUTIONAL SUPPORT

3,252,842 3,252,842 3,252,842 3,252,842 3,252,8421 INSTITUTIONAL ENHANCEMENT

$4,004,146TOTAL, GOAL 3 $3,929,017 $3,531,840 $3,730,428 $3,730,428

6 Research Funds

3 Comprehensive Research Fund

0 0 100,099 100,099 70,9941 COMPREHENSIVE RESEARCH FUND

$70,994TOTAL, GOAL 6 $100,099 $100,099 $0 $0

$47,075,171TOTAL, AGENCY STRATEGY REQUEST $46,869,235 $45,592,093 $16,910,723 $17,050,721

2.A. Page 2 of 3

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9/16/2020 2:21:02PM



GRAND TOTAL, AGENCY REQUEST

TOTAL, AGENCY RIDER APPROPRIATIONS REQUEST* $0 $0

$17,050,721$16,910,723$47,075,171 $46,869,235 $45,592,093

METHOD OF FINANCING:

General Revenue Funds:

1 General Revenue Fund 36,070,813 33,436,864 13,642,430 13,642,780 35,671,221

$36,070,813 $33,436,864 $13,642,430 $13,642,780 $35,671,221 SUBTOTAL

General Revenue Dedicated Funds:

770 Est. Other Educational & General 10,798,422 12,155,229 3,268,293 3,407,941 11,403,950

$10,798,422 $12,155,229 $3,268,293 $3,407,941 $11,403,950 SUBTOTAL

TOTAL, METHOD OF FINANCING $47,075,171 $46,869,235 $45,592,093 $16,910,723 $17,050,721

*Rider appropriations for the historical years are included in the strategy amounts.

2.A. Page 3 of 3

15



Agency code: Agency name:750

METHOD OF FINANCING Exp 2019 Est 2020 Bud 2021 Req 2022 Req 2023


2.B. Summary of Base Request by Method of Finance 9/16/2020 2:21:02PM

GENERAL REVENUE

1 General Revenue Fund

REGULAR APPROPRIATIONS

Regular Appropriations from MOF Table (2018-19 GAA)

$35,671,551 $0 $0 $0 $0


$0 $36,070,813 $36,056,229 $0 $0

Regular Appropriations

$0 $0 $0 $13,642,430 $13,642,780

LAPSED APPROPRIATIONS

Tuition Revenue Bond Lapse

$(330) $0 $0 $0 $0

BASE ADJUSTMENT

5% Reduction 2020-2021 Biennium

$0 $0 $(2,619,365) $0 $0

General Revenue FundTOTAL,

$13,642,430 $13,642,780 $33,436,864 $36,070,813 $35,671,221

2.B. Page 1 of 4

16







$35,671,221

TOTAL, ALL GENERAL REVENUE

$36,070,813 $33,436,864 $13,642,430 $13,642,780

GENERAL REVENUE FUND - DEDICATED

770 GR Dedicated - Estimated Other Educational and General Income Account No. 770



$11,664,078 $0 $0 $0 $0


$0 $10,909,743 $10,928,096 $0 $0

Regular Appropriations from MOF

$0 $0 $0 $3,268,293 $3,407,941

BASE ADJUSTMENT

Revised Receipts

$(260,128) $(111,321) $1,227,133 $0 $0

GR Dedicated - Estimated Other Educational and General Income Account No. 770TOTAL,

$3,268,293 $3,407,941 $12,155,229 $10,798,422 $11,403,950

2.B. Page 2 of 4

17







TOTAL GENERAL REVENUE FUND - DEDICATED - 704, 708 & 770

$11,403,950 $10,798,422 $12,155,229 $3,268,293 $3,407,941

$11,403,950

TOTAL, ALL GENERAL REVENUE FUND - DEDICATED

$10,798,422 $12,155,229 $3,268,293 $3,407,941

GR & GR-DEDICATED FUNDSTOTAL,

$47,075,171 $46,869,235 $45,592,093 $16,910,723 $17,050,721

$47,075,171 GRAND TOTAL $46,869,235 $45,592,093 $16,910,723 $17,050,721

FULL-TIME-EQUIVALENT POSITIONS


Regular Appropriations from MOF Table

(2018-19 GAA)

527.0 0.0 0.0 0.0 0.0

Regular Appropriations from MOF Table

(2020-21 GAA)

0.0 465.9 0.0 0.0 465.9

Regular Appropriations 0.0 0.0 424.3 424.3 0.0

UNAUTHORIZED NUMBER OVER (BELOW) CAP

Unauthorized Number Over (Below)Cap (71.9) (41.6) 0.0 0.0 (43.2)

455.1 422.7 424.3 424.3 424.3 TOTAL, ADJUSTED FTES

2.B. Page 3 of 4

18







NUMBER OF 100% FEDERALLY FUNDED

FTEs

2.B. Page 4 of 4

19


OBJECT OF EXPENSE Exp 2019 Est 2020 Bud 2021 BL 2022 BL 2023


2.C. Summary of Base Request by Object of Expense 9/16/2020 2:21:03PM


$12,479,837 $13,219,094 $12,656,660 $2,762,274 $2,762,274 1001 SALARIES AND WAGES

$3,027,498 $2,887,649 $2,927,884 $2,079,986 $2,163,186 1002 OTHER PERSONNEL COSTS

$20,099,763 $19,394,263 $18,466,440 $317,586 $317,586 1005 FACULTY SALARIES

$9,869,955 $9,869,850 $9,869,900 $9,869,250 $9,869,600 2008 DEBT SERVICE

$1,598,118 $1,498,379 $1,671,209 $1,881,627 $1,938,075 2009 OTHER OPERATING EXPENSE

OOE Total (Excluding Riders) $47,075,171 $46,869,235 $45,592,093 $16,910,723 $17,050,721

OOE Total (Riders)

Grand Total $47,075,171 $46,869,235 $45,592,093 $16,910,723 $17,050,721

2.C. Page 1 of 120

Automated Budget and Evaluation system of Texas (ABEST)


Goal/ Objective / Outcome


Exp 2019 Est 2020 Bud 2021 BL 2022 BL 2023

2.D. Summary of Base Request Objective Outcomes 9/16/2020 2:21:04PM



1 % 1st-time, Full-time, Degree-seeking Frsh Earn Degree in 6 YrsKEY

41.90 43.40 44.40 45.40 46.40% % % % %

2 % 1st-time, Full-time, Degree-seeking White Frsh Earn Degree in 6 Yrs

43.40 52.30 53.30 54.30 55.30% % % % %

3 % 1st-time, Full-time, Degree-seeking Hisp Frsh Earn Degree in 6 Yrs

36.70 39.80 40.30 40.80 41.30% % % % %

4 % 1st-time, Full-time, Degree-seeking Black Frsh Earn Degree in 6 Yrs

43.30 42.60 43.10 43.60 44.10% % % % %

5 % 1st-time, Full-time, Degree-seeking Other Frshmn Earn Deg in 6 Yrs

40.90 19.40 19.90 20.40 20.90% % % % %

6 % 1st-time, Full-time, Degree-seeking Frsh Earn Degree in 4 YrsKEY

26.80 315.00 32.00 32.50 33.00% % % % %


33.00 39.20 39.70 40.20 40.70% % % % %


24.00 28.80 29.30 29.80 30.30% % % % %


12.50 22.40 22.90 23.40 23.90% % % % %

10 % 1st-time, Full-time, Degree-seeking Other Frsh Earn Degree in 4 Yrs

19.40 15.30 15.80 16.30 16.80% % % % %

11 Persistence Rate 1st-time, Full-time, Degree-seeking Frsh after 1 YrKEY

70.80 63.18 63.68 64.18 64.68% % % % %

12 Persistence 1st-time, Full-time, Degree-seeking White Frsh after 1 Yr

71.50 69.34 69.84 70.34 70.84% % % % %

2.D. Page 1 of 3 21





Exp 2019 Est 2020 Bud 2021 BL 2022 BL 2023


13 Persistence 1st-time, Full-time, Degree-seeking Hisp Frsh after 1 Yr

69.30 63.54 64.04 64.54 65.04% % % % %

14 Persistence 1st-time, Full-time, Degree-seeking Black Frsh after 1 Yr

59.30 58.24 58.74 59.24 59.74% % % % %

15 Persistence 1st-time, Full-time, Degree-seeking Other Frsh after 1 Yr

75.20 47.54 75.70 76.20 76.70% % % % %

16 Percent of Semester Credit Hours Completed

96.69 96.88 96.00 96.00 96.00% % % % %

17 Certification Rate of Teacher Education GraduatesKEY

97.20 97.00 97.50 98.00 98.50% % % % %

18 Percentage of Underprepared Students Satisfy TSI Obligation in Math

78.10 78.00 90.00 90.00 90.00% % % % %

19 Percentage of Underprepared Students Satisfy TSI Obligation in Writing

96.50 90.00 100.00 100.00 100.00% % % % %

20 Percentage of Underprepared Students Satisfy TSI Obligation in Reading

97.10 97.00 975.00 98.00 98.50% % % % %

21 % of Baccalaureate Graduates Who Are 1st Generation College GraduatesKEY

58.50 59.30 59.80 60.30 60.80% % % % %

22 Percent of Transfer Students Who Graduate within 4 YearsKEY

66.50 65.80 66.30 66.80 67.30% % % % %

23 Percent of Transfer Students Who Graduate within 2 YearsKEY

39.40 38.30 38.80 39.30 39.80% % % % %

24 % Lower Division Semester Credit Hours Taught by Tenured/Tenure-TrackKEY

30.30 48.00 48.50 49.00 49.50% % % % %

25 State Licensure Pass Rate of Engineering GraduatesKEY

47.50 48.00 48.50 49.00 49.50% % % % %

2.D. Page 2 of 322





Exp 2019 Est 2020 Bud 2021 BL 2022 BL 2023


26 State Licensure Pass Rate of Nursing GraduatesKEY

94.86 94.00 94.50 95.00 95.50% % % % %

27 Dollar Value of External or Sponsored Research Funds (in Millions)KEY

1.40 1.15 1.21 1.21 1.22

28 External Research Funds As Percentage Appropriated for Research

3.04 2.13 3.00 3.00 3.00% % % % %

2.D. Page 3 of 3 23

Priority GR/GR Dedicated All Funds GR Dedicated All FundsFTEs FTEs All FundsGR DedicatedItem

2022 2023 Biennium

GR and GR andGR and

Agency code: 750 Agency name: The University of Texas at Tyler



DATE: 9/16/2020

TIME : 2:21:04PM

2.E. Summary of Exceptional Items Request

1 Restoration: 2022-23 Base Reduction $198,588 $198,589 $198,589 2.0 2.0 $397,177 $397,177 $198,588

$198,588 $198,588 2.0 $198,589 $198,589 2.0 $397,177 $397,177 Total, Exceptional Items Request

Method of Financing

General Revenue $198,588 $198,589 $198,588 $198,589 $397,177 $397,177

General Revenue - Dedicated

Federal Funds

Other Funds

$198,588 $198,588 $198,589 $198,589 $397,177 $397,177

Full Time Equivalent Positions 2.0 2.0

Number of 100% Federally Funded FTEs

2.E. Page 1 of 124

Automated Budget and Evaluation System of Texas (ABEST)TIME : 2:21:05PM

DATE : 9/16/2020


2.F. Summary of Total Request by Strategy


Base Base Exceptional Exceptional Total Request Total Request

Goal/Objective/STRATEGY



$0 $0 $0 $0 $0 $0 1 OPERATIONS SUPPORT

1,469,866 1,386,666 0 0 1,386,666 1,469,866 3 STAFF GROUP INSURANCE PREMIUMS

42,752 42,752 0 0 42,752 42,752 4 WORKERS' COMPENSATION INSURANCE

1,938,075 1,881,627 0 0 1,881,627 1,938,075 6 TEXAS PUBLIC EDUCATION GRANTS

$3,311,045 $3,450,693 $0 $0 $3,311,045 $3,450,693 TOTAL, GOAL 1

2 Provide Infrastructure Support

1 Provide Operation and Maintenance of E&G Space

0 0 0 0 0 0 1 E&G SPACE SUPPORT

9,869,600 9,869,250 0 0 9,869,250 9,869,600 2 TUITION REVENUE BOND RETIREMENT

$9,869,250 $9,869,600 $0 $0 $9,869,250 $9,869,600 TOTAL, GOAL 2



183,111 183,110 53,619 53,618 129,492 129,492 1 PALESTINE CAMPUS

493,064 493,064 144,970 144,970 348,094 348,094 2 LONGVIEW CAMPUS

4 INSTITUTIONAL SUPPORT

3,252,842 3,252,842 0 0 3,252,842 3,252,842 1 INSTITUTIONAL ENHANCEMENT

$3,730,428 $3,730,428 $198,588 $198,589 $3,929,016 $3,929,017 TOTAL, GOAL 3

2.F. Page 1 of 3 25


DATE : 9/16/2020






6 Research Funds

3 Comprehensive Research Fund

$0 $0 $0 $0 $0 $0 1 COMPREHENSIVE RESEARCH FUND

$0 $0 $0 $0 $0 $0 TOTAL, GOAL 6

$17,050,721 $198,588 $198,589 $17,109,311 $17,249,310 $16,910,723

TOTAL, AGENCY

STRATEGY REQUEST

TOTAL, AGENCY RIDER

APPROPRIATIONS REQUEST

$16,910,723 $17,050,721 $198,588 $198,589 $17,109,311 $17,249,310 GRAND TOTAL, AGENCY REQUEST

2.F. Page 2 of 326


DATE : 9/16/2020






General Revenue Funds:

$13,642,430 $13,642,780 $198,588 $198,589 1 General Revenue Fund $13,841,018 $13,841,369

$13,642,430 $13,642,780 $198,588 $198,589 $13,841,018 $13,841,369

General Revenue Dedicated Funds:

3,268,293 3,407,941 0 0 770 Est. Other Educational & General 3,268,293 3,407,941

$3,268,293 $3,407,941 $0 $0 $3,268,293 $3,407,941

$16,910,723 $17,050,721 $198,588 $198,589 TOTAL, METHOD OF FINANCING $17,109,311 $17,249,310

424.3 424.3 2.0 2.0 426.3 426.3FULL TIME EQUIVALENT POSITIONS

2.F. Page 3 of 3 27



Date : 9/16/2020

Time: 2:21:07PM



BL

2022

BL

2023

Excp

2022

Excp

2023

Total

Request

2023

Total

Request

2022

2.G. Summary of Total Request Objective Outcomes



KEY 1 % 1st-time, Full-time, Degree-seeking Frsh Earn Degree in 6 Yrs

% 45.40 46.40% 45.40 46.40% %


% 54.30 55.30% 54.30 55.30% %


% 40.80 41.30% 40.80 41.30% %


% 43.60 44.10% 43.60 44.10% %

5 % 1st-time, Full-time, Degree-seeking Other Frshmn Earn Deg in 6 Yrs

% 20.40 20.90% 20.40 20.90% %

KEY 6 % 1st-time, Full-time, Degree-seeking Frsh Earn Degree in 4 Yrs

% 32.50 33.00% 32.50 33.00% %


% 40.20 40.70% 40.20 40.70% %


% 29.80 30.30% 29.80 30.30% %

2.G. Page 1 of 428



Date : 9/16/2020

Time: 2:21:07PM



BL

2022

BL

2023

Excp

2022

Excp

2023

Total

Request

2023

Total

Request

2022



% 23.40 23.90% 23.40 23.90% %

10 % 1st-time, Full-time, Degree-seeking Other Frsh Earn Degree in 4 Yrs

% 16.30 16.80% 16.30 16.80% %

KEY 11 Persistence Rate 1st-time, Full-time, Degree-seeking Frsh after 1 Yr

% 64.18 64.68% 64.18 64.68% %

12 Persistence 1st-time, Full-time, Degree-seeking White Frsh after 1 Yr

% 70.34 70.84% 70.34 70.84% %

13 Persistence 1st-time, Full-time, Degree-seeking Hisp Frsh after 1 Yr

% 64.54 65.04% 64.54 65.04% %

14 Persistence 1st-time, Full-time, Degree-seeking Black Frsh after 1 Yr

% 59.24 59.74% 59.24 59.74% %

15 Persistence 1st-time, Full-time, Degree-seeking Other Frsh after 1 Yr

% 76.20 76.70% 76.20 76.70% %

16 Percent of Semester Credit Hours Completed

% 96.00 96.00% 96.00 96.00% %

KEY 17 Certification Rate of Teacher Education Graduates

% 98.00 98.50% 98.00 98.50% %

2.G. Page 2 of 429



Date : 9/16/2020

Time: 2:21:07PM



BL

2022

BL

2023

Excp

2022

Excp

2023

Total

Request

2023

Total

Request

2022


18 Percentage of Underprepared Students Satisfy TSI Obligation in Math

% 90.00 90.00% 90.00 90.00% %

19 Percentage of Underprepared Students Satisfy TSI Obligation in Writing

% 100.00 100.00% 100.00 100.00% %

20 Percentage of Underprepared Students Satisfy TSI Obligation in Reading

% 98.00 98.50% 98.00 98.50% %

KEY 21 % of Baccalaureate Graduates Who Are 1st Generation College Graduates

% 60.30 60.80% 60.30 60.80% %

KEY 22 Percent of Transfer Students Who Graduate within 4 Years

% 66.80 67.30% 66.80 67.30% %

KEY 23 Percent of Transfer Students Who Graduate within 2 Years

% 39.30 39.80% 39.30 39.80% %

KEY 24 % Lower Division Semester Credit Hours Taught by Tenured/Tenure-Track

% 49.00 49.50% 49.00 49.50% %

KEY 25 State Licensure Pass Rate of Engineering Graduates

% 49.00 49.50% 49.00 49.50% %

KEY 26 State Licensure Pass Rate of Nursing Graduates

% 95.00 95.50% 95.00 95.50% %

2.G. Page 3 of 430



Date : 9/16/2020

Time: 2:21:07PM



BL

2022

BL

2023

Excp

2022

Excp

2023

Total

Request

2023

Total

Request

2022


KEY 27 Dollar Value of External or Sponsored Research Funds (in Millions)

1.21 1.22 1.21 1.22

28 External Research Funds As Percentage Appropriated for Research

% 3.00 3.00% 3.00 3.00% %

2.G. Page 4 of 431



9/16/2020 2:21:09PM3.A. Strategy Request

1STRATEGY:

1 Provide Instructional and Operations SupportOBJECTIVE:

1 Provide Instructional and Operations SupportGOAL:

CODE DESCRIPTION

19 A.2 B.3

Service Categories:

Service: Age:Income:

Exp 2019 Est 2020 Bud 2021 BL 2022 BL 2023


Operations Support

(1)(1)

Output Measures:

1,806.00 1,963.00 2,078.23 2,204.17 2,432.52 1 Number of Undergraduate Degrees Awarded

836.00 600.00 607.50 615.09 622.78 2 Number of Minority Graduates

61.00 59.50 59.00 59.00 59.00 3 Number of Underprepared Students Who Satisfy TSI

Obligation in Math


Obligation in Writing


Obligation in Reading

968.00 960.00 972.00 984.15 996.45 6 Number of Two-Year College Transfers Who Graduate

Efficiency Measures:

9.44 9.83 9.50 9.50 9.50 %1 Administrative Cost As a Percent of Operating BudgetKEY %%%%

4,136.00 4,023.50 4,128.00 4,235.00 4,346.00 2 Avg Cost of Resident Undergraduate Tuition and Fees for

15 SCH

KEY

Explanatory/Input Measures:

18.45 18.65 19.00 19.00 19.00 1 Student/Faculty Ratio

2,876.00 2,768.40 2,810.00 2,852.00 2,895.00 2 Number of Minority Students Enrolled

3,187.00 1,353.00 1,373.00 1,394.00 1,415.00 3 Number of Community College Transfers Enrolled

93,858.00 92,890.40 94,748.00 96,643.00 98,576.00 4 Number of Semester Credit Hours Completed


3.A. Page 1 of 23

32




1STRATEGY:



CODE DESCRIPTION

19 A.2 B.3

Service Categories:


Exp 2019 Est 2020 Bud 2021 BL 2022 BL 2023


Operations Support

(1)(1)

97,208.00 96,462.20 98,391.00 100,359.00 102,366.00 5 Number of Semester Credit Hours

9,130.00 9,352.40 9,469.00 9,588.00 9,708.00 6 Number of Students Enrolled as of the Twelfth Class Day

19,691.00 18,969.50 19,207.00 19,447.00 19,690.00 7 Average Student Loan DebtKEY

49.40 47.65 47.00 47.00 47.00 %8 Percent of Students with Student Loan DebtKEY %%%%

9,014.00 9,014.00 9,127.00 9,241.00 9,356.00 9 Average Financial Aid Award Per Full-Time StudentKEY

74.40 75.00 75.00 75.00 75.00 %10 Percent of Full-Time Students Receiving Financial AidKEY %%%%

Objects of Expense:

1001 SALARIES AND WAGES $0 $0 $6,749,734 $6,739,400 $7,312,168

1005 FACULTY SALARIES $0 $0 $18,333,739 $19,516,692 $18,864,385

$26,176,553 $26,256,092 TOTAL, OBJECT OF EXPENSE $0 $0 $25,083,473

Method of Financing:

General Revenue Fund 1 $17,816,690 $18,100,602 $15,863,780 $0 $0

$18,100,602 $17,816,690 SUBTOTAL, MOF (GENERAL REVENUE FUNDS) $0 $0 $15,863,780


770 Est. Other Educational & General $8,439,402 $8,075,951 $9,219,693 $0 $0

$8,075,951 $8,439,402 SUBTOTAL, MOF (GENERAL REVENUE FUNDS - DEDICATED) $0 $0 $9,219,693


3.A. Page 2 of 23

33




1STRATEGY:



CODE DESCRIPTION

19 A.2 B.3

Service Categories:


Exp 2019 Est 2020 Bud 2021 BL 2022 BL 2023


Operations Support

(1)(1)

TOTAL, METHOD OF FINANCE (INCLUDING RIDERS)

$26,256,092 $26,176,553 $25,083,473

$0 $0

FULL TIME EQUIVALENT POSITIONS: 329.7 295.6 297.2 361.8 361.8

TOTAL, METHOD OF FINANCE (EXCLUDING RIDERS) $0 $0

The Instruction and Operations Formula provides funding for faculty salaries, departmental operating expense, library, instructional administration, research enhancement,

student services and institutional support. The funds are distributed on a weighted semester credit hour basis. The rate per weighted semester credit hour is established by

the Legislature each biennium.

STRATEGY DESCRIPTION AND JUSTIFICATION:

EXTERNAL/INTERNAL FACTORS IMPACTING STRATEGY:


3.A. Page 3 of 23

34




1STRATEGY:



CODE DESCRIPTION

19 A.2 B.3

Service Categories:


Exp 2019 Est 2020 Bud 2021 BL 2022 BL 2023


Operations Support

(1)(1)

STRATEGY BIENNIAL TOTAL - ALL FUNDS

Base Spending (Est 2020 + Bud 2021) Baseline Request (BL 2022 + BL 2023)

BIENNIAL

CHANGE

EXPLANATION OF BIENNIAL CHANGE

$ Amount Explanation(s) of Amount (must specify MOFs and FTEs)

EXPLANATION OF BIENNIAL CHANGE (includes Rider amounts):

$51,260,026 $0 $(51,260,026) $(51,260,026) Formula funded strategies are not requested in 2022-23

because amounts are not determined by institutions.

Total of Explanation of Biennial Change $(51,260,026)


3.A. Page 4 of 23

35




3STRATEGY:



CODE DESCRIPTION

06 A.2 B.3

Service Categories:


Exp 2019 Est 2020 Bud 2021 BL 2022 BL 2023


Staff Group Insurance Premiums

Objects of Expense:

1002 OTHER PERSONNEL COSTS $1,469,866 $1,386,666 $1,308,175 $1,407,124 $1,267,940

$1,267,940 $1,407,124 TOTAL, OBJECT OF EXPENSE $1,386,666 $1,469,866 $1,308,175


770 Est. Other Educational & General $1,407,124 $1,267,940 $1,308,175 $1,386,666 $1,469,866

$1,267,940 $1,407,124 SUBTOTAL, MOF (GENERAL REVENUE FUNDS - DEDICATED) $1,386,666 $1,469,866 $1,308,175


$1,407,124 $1,267,940 $1,308,175

$1,386,666 $1,469,866

FULL TIME EQUIVALENT POSITIONS:

TOTAL, METHOD OF FINANCE (EXCLUDING RIDERS) $1,469,866 $1,386,666

This strategy is to provide proportional share of staff group insurance premiums paid from Other Educational and General funds.



3.A. Page 5 of 23

36




3STRATEGY:



CODE DESCRIPTION

06 A.2 B.3

Service Categories:


Exp 2019 Est 2020 Bud 2021 BL 2022 BL 2023


Staff Group Insurance Premiums



BIENNIAL

CHANGE




$2,576,115 $2,856,532 $280,417 $280,417 Increase due to premium share costs, and it follows

requirements of proportional spending in APS011.

Total of Explanation of Biennial Change $280,417

3.A. Page 6 of 23

37




4STRATEGY:



CODE DESCRIPTION

06 A.2 B.3

Service Categories:


Exp 2019 Est 2020 Bud 2021 BL 2022 BL 2023


Workers' Compensation Insurance

Objects of Expense:

1002 OTHER PERSONNEL COSTS $42,752 $42,752 $42,752 $42,752 $42,752

$42,752 $42,752 TOTAL, OBJECT OF EXPENSE $42,752 $42,752 $42,752


General Revenue Fund 1 $42,752 $42,752 $42,752 $42,752 $42,752

$42,752 $42,752 SUBTOTAL, MOF (GENERAL REVENUE FUNDS) $42,752 $42,752 $42,752


$42,752 $42,752 $42,752

$42,752 $42,752


TOTAL, METHOD OF FINANCE (EXCLUDING RIDERS) $42,752 $42,752

The strategy funds the Worker’s Compensation payments related to Educational and General funds.



3.A. Page 7 of 23

38




4STRATEGY:



CODE DESCRIPTION

06 A.2 B.3

Service Categories:


Exp 2019 Est 2020 Bud 2021 BL 2022 BL 2023


Workers' Compensation Insurance



BIENNIAL

CHANGE




$85,504 $85,504 $0

Total of Explanation of Biennial Change $0

3.A. Page 8 of 23

39




6STRATEGY:



CODE DESCRIPTION

20 A.2 B.3

Service Categories:


Exp 2019 Est 2020 Bud 2021 BL 2022 BL 2023


Texas Public Education Grants

Objects of Expense:

2009 OTHER OPERATING EXPENSE $1,938,075 $1,881,627 $1,627,361 $1,557,424 $1,454,531



770 Est. Other Educational & General $1,557,424 $1,454,531 $1,627,361 $1,881,627 $1,938,075

$1,454,531 $1,557,424 SUBTOTAL, MOF (GENERAL REVENUE FUNDS - DEDICATED) $1,881,627 $1,938,075 $1,627,361


$1,557,424 $1,454,531 $1,627,361

$1,881,627 $1,938,075



This strategy represents tuition set aside for the Texas Public Education Grants program as required by Section 56.033 of the Texas Education Code.



3.A. Page 9 of 23

40




6STRATEGY:



CODE DESCRIPTION

20 A.2 B.3

Service Categories:


Exp 2019 Est 2020 Bud 2021 BL 2022 BL 2023


Texas Public Education Grants



BIENNIAL

CHANGE




$3,081,892 $3,819,702 $737,810 $737,810 Due to increase in enrollment.

Total of Explanation of Biennial Change $737,810

3.A. Page 10 of 23

41




1STRATEGY:

1 Provide Operation and Maintenance of E&G SpaceOBJECTIVE:

2 Provide Infrastructure SupportGOAL:

CODE DESCRIPTION

10 A.2 B.3

Service Categories:


Exp 2019 Est 2020 Bud 2021 BL 2022 BL 2023


Educational and General Space Support

(1)(1)

Efficiency Measures:

27.00 29.00 30.00 30.00 30.00 1 Space Utilization Rate of Classrooms

25.00 26.00 27.00 27.00 27.00 2 Space Utilization Rate of Labs

Objects of Expense:

1001 SALARIES AND WAGES $0 $0 $3,104,011 $2,940,459 $3,104,011

1002 OTHER PERSONNEL COSTS $0 $0 $924,482 $926,225 $924,482

$4,028,493 $3,866,684 TOTAL, OBJECT OF EXPENSE $0 $0 $4,028,493


General Revenue Fund 1 $3,866,684 $4,028,493 $4,028,493 $0 $0

$4,028,493 $3,866,684 SUBTOTAL, MOF (GENERAL REVENUE FUNDS) $0 $0 $4,028,493


$3,866,684 $4,028,493 $4,028,493

$0 $0




3.A. Page 11 of 23

42




1STRATEGY:



CODE DESCRIPTION

10 A.2 B.3

Service Categories:


Exp 2019 Est 2020 Bud 2021 BL 2022 BL 2023


Educational and General Space Support

(1)(1)

The Infrastructure Support formula distributes funding associated with plant-related formulas and utilities. This formula is driven by the predicted square feet for

universities’ educational and general activities produced by the Coordinating Board Space Projection Model . The portion of the formula related to utilities is adjusted to

reflect differences in unit costs for purchased utilities, including electricity, natural gas, water and wastewater, and thermal energy.





BIENNIAL

CHANGE




$8,056,986 $0 $(8,056,986) $(8,056,986) Formula funded strategies are not requested in 2022-23


Total of Explanation of Biennial Change $(8,056,986)


3.A. Page 12 of 23

43




2STRATEGY:



CODE DESCRIPTION

10 A.2 B.3

Service Categories:


Exp 2019 Est 2020 Bud 2021 BL 2022 BL 2023


Tuition Revenue Bond Retirement

Objects of Expense:

2008 DEBT SERVICE $9,869,600 $9,869,250 $9,869,900 $9,869,955 $9,869,850



General Revenue Fund 1 $9,869,955 $9,869,850 $9,869,900 $9,869,250 $9,869,600

$9,869,850 $9,869,955 SUBTOTAL, MOF (GENERAL REVENUE FUNDS) $9,869,250 $9,869,600 $9,869,900


$9,869,955 $9,869,850 $9,869,900

$9,869,250 $9,869,600

FULL TIME EQUIVALENT POSITIONS: 0.0 0.0


Debt service for outstanding TRBs has been requested based on actual, known TRB debt service requirements.


Internal factors include limited academic classroom and office space to support a growing student population and course and program inventory.


3.A. Page 13 of 23

44




2STRATEGY:



CODE DESCRIPTION

10 A.2 B.3

Service Categories:


Exp 2019 Est 2020 Bud 2021 BL 2022 BL 2023


Tuition Revenue Bond Retirement



BIENNIAL

CHANGE




$19,739,750 $19,738,850 $(900) $(900) Decreased due to declining costs of debt service on

outstanding tuition revenue bonds.

Total of Explanation of Biennial Change $(900)

3.A. Page 14 of 23

45




1STRATEGY:

1 INSTRUCTIONAL SUPPORTOBJECTIVE:

3 Provide Non-formula SupportGOAL:

CODE DESCRIPTION

19 A.2 B.3

Service Categories:


Exp 2019 Est 2020 Bud 2021 BL 2022 BL 2023


Palestine Campus

Objects of Expense:

1005 FACULTY SALARIES $129,492 $129,492 $75,873 $203,455 $183,110






$203,455 $183,110 $75,873

$129,492 $129,492



The Palestine Campus special item supports faculty, operating costs, student services, and staff to provide baccalaureate degree programs in an educationally underserved

area. The funding provides the resources necessary to operate a distant site campus until the point at which the campus can be self-sustaining.


Additional information for this strategy is available in Schedule 9, Special Item Information.


3.A. Page 15 of 23

46




1STRATEGY:



CODE DESCRIPTION

19 A.2 B.3

Service Categories:


Exp 2019 Est 2020 Bud 2021 BL 2022 BL 2023


Palestine Campus



BIENNIAL

CHANGE




$258,983 $258,984 $1 $1 Calculation rounding issue result of 5% reduction.


3.A. Page 16 of 23

47




2STRATEGY:



CODE DESCRIPTION

19 A.2 B.3

Service Categories:


Exp 2019 Est 2020 Bud 2021 BL 2022 BL 2023


Longview Campus

Objects of Expense:

1001 SALARIES AND WAGES $160,000 $160,000 $160,000 $177,777 $160,000

1005 FACULTY SALARIES $188,094 $188,094 $43,125 $370,072 $333,065






$547,849 $493,065 $203,125

$348,094 $348,094



The Longview University Center (LUC) serves a population of students in East Texas that do not have access to the Tyler campus because of family responsibilities ,

distance, and/or jobs. The campus has become an integral part of the economic development of the region. Leaders of the LUC work closely with business and industry in

the Longview area to provide the educational opportunities their employees need.


3.A. Page 17 of 23

48




2STRATEGY:



CODE DESCRIPTION

19 A.2 B.3

Service Categories:


Exp 2019 Est 2020 Bud 2021 BL 2022 BL 2023


Longview Campus





BIENNIAL

CHANGE




$696,190 $696,188 $(2) $(2) Rounding due to 5% reduction calculations.

Total of Explanation of Biennial Change $(2)

3.A. Page 18 of 23

49




1STRATEGY:

4 INSTITUTIONAL SUPPORTOBJECTIVE:


CODE DESCRIPTION

19 A.2 B.3

Service Categories:


Exp 2019 Est 2020 Bud 2021 BL 2022 BL 2023



Objects of Expense:

1001 SALARIES AND WAGES $2,602,274 $2,602,274 $2,602,274 $2,602,274 $2,602,274

1002 OTHER PERSONNEL COSTS $650,568 $650,568 $650,568 $650,568 $650,568



General Revenue Fund 1 $3,252,842 $3,252,842 $3,252,842 $3,252,842 $3,252,842

$3,252,842 $3,252,842 SUBTOTAL, MOF (GENERAL REVENUE FUNDS) $3,252,842 $3,252,842 $3,252,842


$3,252,842 $3,252,842 $3,252,842

$3,252,842 $3,252,842



Institutional funding was appropriated by the 78th through 84th Legislatures to continue to provide tuition scholarships for students and to enhance university academic

programs, administration, and information technology.


3.A. Page 19 of 23

50




1STRATEGY:

4 INSTITUTIONAL SUPPORTOBJECTIVE:


CODE DESCRIPTION

19 A.2 B.3

Service Categories:


Exp 2019 Est 2020 Bud 2021 BL 2022 BL 2023







BIENNIAL

CHANGE




$6,505,684 $6,505,684 $0


3.A. Page 20 of 23

51




1STRATEGY:

3 Comprehensive Research FundOBJECTIVE:

6 Research FundsGOAL:

CODE DESCRIPTION

21 A.2 B.3

Service Categories:


Exp 2019 Est 2020 Bud 2021 BL 2022 BL 2023


Comprehensive Research Fund

Objects of Expense:

1001 SALARIES AND WAGES $0 $0 $40,641 $19,927 $40,641

1002 OTHER PERSONNEL COSTS $0 $0 $1,907 $829 $1,907

1005 FACULTY SALARIES $0 $0 $13,703 $9,544 $13,703

2009 OTHER OPERATING EXPENSE $0 $0 $43,848 $40,694 $43,848

$100,099 $70,994 TOTAL, OBJECT OF EXPENSE $0 $0 $100,099


General Revenue Fund 1 $70,994 $100,099 $100,099 $0 $0

$100,099 $70,994 SUBTOTAL, MOF (GENERAL REVENUE FUNDS) $0 $0 $100,099


$70,994 $100,099 $100,099

$0 $0




3.A. Page 21 of 23

52




1STRATEGY:

3 Comprehensive Research FundOBJECTIVE:

6 Research FundsGOAL:

CODE DESCRIPTION

21 A.2 B.3

Service Categories:


Exp 2019 Est 2020 Bud 2021 BL 2022 BL 2023


Comprehensive Research Fund

The Texas Comprehensive Research Fund provides funding to promote increased research capacity at eligible general academic teaching institutions including those other

than The University of Texas at Austin, Texas A&M University or any institution designated as an emerging research university under the Higher Education Coordinating

Board’s (THECB) accountability system.

Funding is to be expended for the support and maintenance of educational and general activities, including research and student services that promote increased research

capacity.

A legislatively determined amount of funding is allocated based on the average amount of restricted research funds expended by each institution per year for the three

preceding state fiscal years as reported to THECB.




BIENNIAL

CHANGE




$200,198 $0 $(200,198) $(200,198) Formula funded strategies are not requested in 2022-23


Total of Explanation of Biennial Change $(200,198)

3.A. Page 22 of 23

53




$45,592,093 $46,869,235 $47,075,171 METHODS OF FINANCE (EXCLUDING RIDERS):

$17,050,721 $16,910,723 $45,592,093 $46,869,235 $47,075,171 OBJECTS OF EXPENSE:

$17,050,721 $16,910,723


SUMMARY TOTALS:

METHODS OF FINANCE (INCLUDING RIDERS): $16,910,723 $17,050,721

424.3 424.3 424.3 422.7 455.1

3.A. Page 23 of 23

54

3.A.1. PROGRAM-LEVEL REQUEST SCHEDULE


Prepared By: UT Tyler

Date: 9/7/2020

Strategy Strategy Name $ %

A.1.1. Operations Support 1 Formula Funding - Instructions and Operations Support Education Code, Ch. 76 $51,260,026 $0 $0 $0 -$51,260,026 -100.0%

A.1.3. Staff Group Insurance Premiums 4 Staff Group Insurance Insurance Code, Ch. 1601 $2,576,115 $1,386,666 $1,469,866 $2,856,532 $280,417 10.9%

A.1.4. Workers' Compensation Insurance 14 Workers' Compensation Insurance Labor Code, Sec. 503.01 $85,504 $42,752 $42,752 $85,504 $0 0.0%

A.1.5. Texas Public Education Grants 5 Texas Public Education Grants Education Code, Sec. 56.031 $3,081,892 $1,881,627 $1,938,075 $3,819,702 $737,810 23.9%

B.1.1. E&G Space Support 2 Formula Funding-Educational & General Support Education Code, Ch. 76 $8,056,986 $0 $0 $0 -$8,056,986 -100.0%

B.1.2. Tuition Revenue Bond Retirement 3 Tuition Revenue Bond Debt Service Education Code, Ch. 55 $19,739,750 $9,869,250 $9,869,600 $19,738,850 -$900 0.0%

C.1.1. Palestine Campus 11 Four Year Start Up Operations Education Code, Ch. 76 $258,983 $183,110 $183,111 $366,221 $107,238 41.4%

C.1.2. Longview Campus 12 Longview Campus Education Code, Ch. 76 $696,190 $493,064 $493,064 $986,128 $289,938 41.6%

C.2.1. Institutional Enhancement 6 Institutional Enhancement - Instruction Education Code, Ch. 76 $4,607,200 $2,303,600 $2,303,600 $4,607,200 $0 0.0%

C.2.1. Institutional Enhancement 7 Institutional Enhancement - Academic Support Education Code, Ch. 76 $590,998 $295,499 $295,499 $590,998 $0 0.0%

C.2.1. Institutional Enhancement 8 Institutional Enhancement - Student Services Education Code, Ch. 76 $368,250 $184,125 $184,125 $368,250 $0 0.0%

C.2.1. Institutional Enhancement 9 Institutional Enhancement - Institutional Support Education Code, Ch. 76 $483,888 $241,944 $241,944 $483,888 $0 0.0%

C.2.1. Institutional Enhancement 10 Institutional Enhancement - Operations & Maint of Plant Education Code, Ch. 76 $455,348 $227,674 $227,674 $455,348 $0 0.0%

D.1.1. Comprehensive Research Fund 13 Comprehensive Research Fund Education Code, Ch. 62.091 $200,198 $0 $0 $0 -$200,198 -100.0%

Program Prioritization: Indicate the methodology or approach taken by the agency, court, or institution to determine the ranking of each program by priority.

Prioritization levels were assigned based on each area's impact on the institution's ability to deliver its educational, research, and service missions. The highest priorities were assigned to the areas of greatest impact. The lower prioriites were

assigned to areas of lesser impact based on both the contribution to the mission and the possible potential for securing non-appropriated sources of funding.

Biennial Total

2022-23

Biennial Difference

Legal Authority

Agency Code: 750 Agency: The University of Texas at Tyler

2020-21 Base

Requested

2022

Requested

2023

Program

Priority Program Name

3.A.1. Page 1 of 155

750

Excp 2022 Excp 2023


CODE DESCRIPTION

Agency code: Agency name:

9/16/2020DATE:

TIME: 2:21:12PM



4.A. Exceptional Item Request Schedule

Item Name: Restoration: 2022-23 Base Reduction

Item Priority: 1

NoIT Component:

Anticipated Out-year Costs:

Involve Contracts > $50,000:

Yes

No

03-01-01 Palestine CampusIncludes Funding for the Following Strategy or Strategies:

03-01-02 Longview Campus

OBJECTS OF EXPENSE:

FACULTY SALARIES 1005 198,588 198,589

TOTAL, OBJECT OF EXPENSE $198,588 $198,589


1 General Revenue Fund 198,588 198,589

$198,588 $198,589TOTAL, METHOD OF FINANCING

DESCRIPTION / JUSTIFICATION:

The University of Texas at Tyler seeks restoration of the 5% General Revenue reduction ($2.6 million) announced for general academic institutions. Reductions to non-formula

strategies in instructional and institutional support, including Institutional Enhancement, would adversely impact the ability to offer new programs and expand educational

opportunities at a growing university focused on improving educational attainment in East Texas .

This reduction was addressed by implementing a hiring freeze of all vacant positions on campus not deemed essential for minimum operation. The institution has been very

strict on what is considered essential, meaning we are not hiring for positions including Academic Advisors, Scholarship Coordinators, and Librarians in addition to several

faculty positions. This reduction comes at a time when the institution, just like almost every other business and organization in Texas, is facing severe economic hardships due

to COVID-19 and the subsequent economic uncertainty.

UT Tyler understands the need for all state-funded organizations to do our part to help address the challenges we face, and we will continue to maximize all of our available

resources to ensure our students continue to receive the same support and experience they expect and deserve from our institution. However, continuing to operate without

this investment from the State, coupled with increased costs and lost revenue associated with COVID-19, will eventually have a negative impact our students and our region.

2.00 2.00FULL-TIME EQUIVALENT POSITIONS (FTE):

EXTERNAL/INTERNAL FACTORS:

Additional information is available in Schedule 9 for each non-formula support strategy.

PCLS TRACKING KEY:

4.A. Page 1 of 256

750

Excp 2022 Excp 2023


CODE DESCRIPTION

Agency code: Agency name:

9/16/2020DATE:

TIME: 2:21:12PM



4.A. Exceptional Item Request Schedule

Maintain funding for vital faculty and staff lines to ensure sustainable academic program delivery and student success.

DESCRIPTION OF ANTICIPATED OUT-YEAR COSTS :

$198,588 $198,588

2025 2024

ESTIMATED ANTICIPATED OUT-YEAR COSTS FOR ITEM:

$198,588

2026

4.A. Page 2 of 257


2:21:13PMTIME:

9/16/2020DATE:

Agency name:Agency code: 750 The University of Texas at Tyler

Excp 2022 Excp 2023


Code Description

4.B. Exceptional Items Strategy Allocation Schedule


Allocation to Strategy: Palestine Campus3-1-1

OBJECTS OF EXPENSE:


$53,619$53,618TOTAL, OBJECT OF EXPENSE


General Revenue Fund 1 53,618 53,619

$53,619$53,618TOTAL, METHOD OF FINANCING

FULL-TIME EQUIVALENT POSITIONS (FTE): 0.5 0.5

4.B. Page 1 of 258


2:21:13PMTIME:

9/16/2020DATE:

Agency name:Agency code: 750 The University of Texas at Tyler

Excp 2022 Excp 2023


Code Description

4.B. Exceptional Items Strategy Allocation Schedule


Allocation to Strategy: Longview Campus3-1-2

OBJECTS OF EXPENSE:


$144,970$144,970TOTAL, OBJECT OF EXPENSE


General Revenue Fund 1 144,970 144,970

$144,970$144,970TOTAL, METHOD OF FINANCING


4.B. Page 2 of 259

CODE DESCRIPTION

STRATEGY:

OBJECTIVE:

GOAL:

1 Palestine Campus



Agency Code: 750

Excp 2023Excp 2022

Agency name: The University of Texas at Tyler


B.3A.219

DATE: 9/16/2020

TIME: 2:21:14PM

Service Categories:

Service: Income: Age:

87th Regular Session, Agency Submission, Version 1 4.C. Exceptional Items Strategy Request

OBJECTS OF EXPENSE:

1005 FACULTY SALARIES 53,618 53,619

Total, Objects of Expense $53,618 $53,619



Total, Method of Finance $53,618 $53,619


EXCEPTIONAL ITEM(S) INCLUDED IN STRATEGY:

Restoration: 2022-23 Base Reduction

4.C. Page 1 of 260

CODE DESCRIPTION

STRATEGY:

OBJECTIVE:

GOAL:

2 Longview Campus



Agency Code: 750

Excp 2023Excp 2022

Agency name: The University of Texas at Tyler


B.3A.219

DATE: 9/16/2020

TIME: 2:21:14PM

Service Categories:

Service: Income: Age:

87th Regular Session, Agency Submission, Version 1 4.C. Exceptional Items Strategy Request

OBJECTS OF EXPENSE:

1005 FACULTY SALARIES 144,970 144,970

Total, Objects of Expense $144,970 $144,970



Total, Method of Finance $144,970 $144,970


EXCEPTIONAL ITEM(S) INCLUDED IN STRATEGY:

Restoration: 2022-23 Base Reduction

4.C. Page 2 of 2 61

DATE: 9/16/2020

TIME: 2:21:17PM6.G. HOMELAND SECURITY FUNDING SCHEDULE - PART C - COVID-19 RELATED EXPENDITURES



CODE DESCRIPTION Exp 2019 BL 2023

The University of Texas at TylerAgency name:750Agency code:

Est 2020 Bud 2021 BL 2022

OBJECTS OF EXPENSE

2003 CONSUMABLE SUPPLIES $0 $118,357 $561,000 $0 $0

2007 RENT - MACHINE AND OTHER $0 $1,375 $6,000 $0 $0

2009 OTHER OPERATING EXPENSE $0 $682,606 $1,638,462 $0 $0

4000 GRANTS $0 $2,597,305 $279,487 $0 $0

5000 CAPITAL EXPENDITURES $0 $44,413 $0 $0 $0

TOTAL, OBJECTS OF EXPENSE $0 $3,444,056 $2,484,949 $0 $0

METHOD OF FINANCING

8888 Local/Not Appropriated Funds $0 $741,863 $1,367,000 $0 $0

$0 Subtotal, MOF (Other Funds) $741,863 $1,367,000 $0 $0

555 Federal Funds

CFDA 84.425.119, COV19 Education Stabilization Fund $0 $2,702,193 $1,117,949 $0 $0

Subtotal, MOF (Federal Funds) $0 $2,702,193 $1,117,949 $0 $0

$0 $0 $2,484,949 $3,444,056 $0 TOTAL, METHOD OF FINANCE

FULL-TIME-EQUIVALENT POSITIONS

NO FUNDS WERE PASSED THROUGH TO LOCAL ENTITIES

NO FUNDS WERE PASSED THROUGH TO OTHER STATE AGENCIES OR INSTITUTIONS OF HIGHER EDUCATION

USE OF HOMELAND SECURITY FUNDS

UT Tyler's response to COVID-19 included procurement of personal protection equipment (PPE), such as thermometers, hand sanitizers, sneeze guards, social distancing

signage, and respirators. Additional cleaning costs were incurred of campus-owned apartments, and automatic door openers for restrooms were installed to further ensure the

safety of students, faculty and staff, as well as guests. Community engagement included purchasing materials and chemicals to manufacture and deliver PPE to local hospitals

and fire stations.

6.G. Page 1 of 362

DATE: 9/16/2020


Funds Passed through to Local Entities





Est 2020 Bud 2021 BL 2022

6.G. Page 2 of 363

DATE: 9/16/2020


Funds Passed through to State Agencies





Est 2020 Bud 2021 BL 2022

6.G. Page 3 of 364

The University of Texas at Tyler (750)Estimated Funds Outside the Institution's Bill Pattern2020‐21 and 2022‐23 Biennial

2020‐21 Biennium 2022‐23 BienniumFY 2020 FY 2021 Biennium Percent FY 2022 FY 2023 Biennium PercentRevenue Revenue Total of Total Revenue Revenue Total of Total

APPROPRIATED SOURCES INSIDE THE BILL PATTERNState Appropriations (excluding HEGI & State Paid Fringes) 37,390,390$ 33,436,864$ 70,827,254$ 34,439,970 35,473,169 69,913,139$ Tuition and Fees (net of Discounts and Allowances) 10,320,487 10,320,487 20,640,974 10,630,102 10,949,005 21,579,107 Endowment and Interest Income 188,939 100,000 288,939 103,000 106,090 209,090 Sales and Services of Educational Activities (net) ‐ ‐ ‐ ‐ ‐ ‐ Sales and Services of Hospitals (net) ‐ ‐ ‐ ‐ ‐ ‐ Other Income ‐ ‐ ‐ ‐ ‐ ‐ Total 47,899,816 43,857,351 91,757,167 28.7% 45,173,072 46,528,264 91,701,336 27.7%

APPROPRIATED SOURCES OUTSIDE THE BILL PATTERNState Appropriations (HEGI & State Paid Fringes) 5,716,693$ 7,036,269$ 12,752,962$ 7,247,357$ 7,464,778$ 14,712,135 Higher Education Assistance Funds ‐ ‐ ‐ ‐ ‐ ‐ Available University Fund ‐ ‐ ‐ ‐ ‐ ‐ State Grants and Contracts 3,450,929 3,940,566 7,391,495 3,940,566 3,940,566 7,881,132 Total 9,167,622 10,976,835 20,144,457 6.3% 11,187,923 11,405,344 22,593,267 6.8%

NON‐APPROPRIATED SOURCESTuition and Fees (net of Discounts and Allowances) 46,100,263 49,548,846 95,649,109 51,035,311 52,566,370 103,601,681 Federal Grants and Contracts (*) 19,623,865 14,914,154 34,538,019 14,914,154 14,914,154 29,828,308 State Grants and Contracts 7,720,395 8,044,647 15,765,042 8,285,986 8,534,566 16,820,552 Local Government Grants and Contracts ‐ ‐ ‐ ‐ ‐ ‐ Private Gifts and Grants 2,905,383 5,824,248 8,729,631 5,998,975 6,178,944 12,177,919 Endowment and Interest Income 6,030,458 6,421,823 12,452,281 6,614,478 6,812,912 13,427,390 Sales and Services of Educational Activities (net) 11,857,113 10,355,024 22,212,137 10,665,675 10,985,645 21,651,320 Sales and Services of Hospitals (net) ‐ ‐ ‐ ‐ ‐ ‐ Professional Fees (net) ‐ ‐ ‐ ‐ ‐ ‐ Auxiliary Enterprises (net) 9,150,000 9,430,019 18,580,019 9,712,920 10,004,308 19,717,228 Other Income 330,092 36,793 366,885 36,793 36,793 73,586 Total 103,717,569 104,575,554 208,293,123 65.1% 107,264,292 110,033,692 217,297,984 65.5%

TOTAL SOURCES 160,785,007$ 159,409,740$ 320,194,747$ 100.0% 163,625,287$ 167,967,300$ 331,592,587$ 100.0%

6.H. Page 1 of 165

Schedule 1A: Other Educational and General Income



Act 2019 Act 2020 Bud 2021 Est 2022 Est 2023

9/16/2020 2:21:19PM


Gross Tuition

Gross Resident Tuition 11,585,968 11,248,513 10,920,886 10,224,732 10,502,963

Gross Non-Resident Tuition 6,672,675 6,478,325 6,289,636 5,412,369 5,632,640

16,135,603 Gross Tuition 15,637,101 17,726,838 17,210,522 18,258,643

Less: Resident Waivers and Exemptions (excludes

Hazlewood)

(399,701)(388,059)(376,756)(342,313)(353,225)

Less: Non-Resident Waivers and Exemptions (3,488,000)(3,386,408)(3,287,775)(3,118,062)(3,124,456)

Less: Hazlewood Exemptions (468,468)(454,823)(441,576)(401,207)(413,997)

Less: Board Authorized Tuition Increases (TX. Educ. Code

Ann. Sec. 54.008)

0 0 0 0 0

Less: Tuition increases charged to doctoral students with

hours in excess of 100 (TX. Educ. Code Ann. Sec. 54.012)

0 0 0 0 0

Less: Tuition increases charged to undergraduate students

with excessive hours above degree requirements. (TX.

Educ. Code Ann. Sec. 61.0595)

0 0 0 0 0

Less: Tuition rebates for certain undergraduates (TX. Educ.

Code Ann. Sec. 54.0065)

0 0 0 0 0

Plus: Tuition waived for Students 55 Years or Older (TX.

Educ. Code Ann. Sec. 54.013)

0 0 0 0 0

Less: Tuition for repeated or excessive hours (TX. Educ.


(208,568)(238,363)(272,415)(311,331)(286,905)

Plus: Tuition waived for Texas Grant Recipients (TX. Educ.


0 0 0 0 0

11,957,020 Subtotal 11,464,188 12,832,000 13,259,185 13,693,906

Less: Transfer of funds for Texas Public Education Grants

Program (Tex. Educ. Code Ann. Sec. 56c) and for Emergency

Loans (Tex. Educ. Code Ann. Sec. 56d)

(1,938,075)(1,881,627)(1,627,361)(1,454,531)(1,557,424)

Less: Transfer of Funds (2%) for Physician/Dental Loans

(Medical Schools)

0 0 0 0 0

Less: Statutory Tuition (Tx. Educ. Code Ann. Sec. 54.051)

Set Aside for Doctoral Incentive Loan Repayment Program

(Tx. Educ. Code Ann. Sec. 56.095)

0 0 0 0 0

Less: Other Authorized Deduction

10,399,596 10,009,657 11,204,639 11,377,558 11,755,831 Net Tuition

0 0 0 0 0 Student Teaching Fees

Page 1 of 3

66





9/16/2020 2:21:19PM


0 0 0 0 0 Special Course Fees

0 0 0 0 0 Laboratory Fees

10,399,596 10,009,657 11,204,639 11,377,558 11,755,831 Subtotal, Tuition and Fees (Formula Amounts for Health-Related

Institutions)

OTHER INCOME

Interest on General Funds:

Local Funds in State Treasury 106,090 103,000 100,000 188,939 243,510

Funds in Local Depositories, e.g., local amounts 0 0 0 0 0

Other Income (Itemize)

Subtotal, Other Income 243,510 188,939 100,000 103,000 106,090

10,643,106 10,198,596 11,304,639 11,480,558 11,861,921 Subtotal, Other Educational and General Income

Less: O.A.S.I. Applicable to Educational and General Local

Funds Payrolls

(560,563)(544,236)(528,384)(553,663)(560,289)

Less: Teachers Retirement System and ORP Proportionality

for Educational and General Funds

(571,476)(545,629)(520,802)(612,373)(523,194)

Less: Staff Group Insurance Premiums (1,469,866)(1,386,666)(1,308,175)(1,267,940)(1,407,124)

Total, Other Educational and General Income (Formula

Amounts for General Academic Institutions) 8,152,499 7,764,620 8,947,278 9,004,027 9,260,016

Reconciliation to Summary of Request for FY 2019-2021:

Plus: Transfer of Funds for Texas Public Education Grants

Program and Physician Loans

1,938,075 1,881,627 1,627,361 1,454,531 1,557,424

Plus: Transfer of Funds 2% for Physician/Dental Loans

(Medical Schools)

0 0 0 0 0

Plus: Transfer of Funds for Cancellation of Student Loans

of Physicians

0 0 0 0 0

Plus: Organized Activities 0 0 0 0 0

Plus: Staff Group Insurance Premiums 1,469,866 1,386,666 1,308,175 1,267,940 1,407,124

Plus: Board-authorized Tuition Income 0 0 0 0 0

Plus: Tuition Increases Charged to Doctoral Students with

Hours in Excess of 100

0 0 0 0 0

Plus: Tuition Increases Charged to Undergraduate

Students with Excessive Hours above Degree Requirements

(TX. Educ. Code Ann. Sec. 61.0595)

0 0 0 0 0

Page 2 of 3

67





9/16/2020 2:21:19PM


Plus: Tuition rebates for certain undergraduates (TX

Educ.Code Ann. Sec. 54.0065)

0 0 0 0 0

Plus: Tuition for repeated or excessive hours (TX. Educ.


208,568 238,363 272,415 311,331 286,905

Less: Tuition Waived for Students 55 Years or Older 0 0 0 0 0

Less: Tuition Waived for Texas Grant Recipients 0 0 0 0 0

Total, Other Educational and General Income Reported on

Summary of Request 11,403,952 10,798,422 12,155,229 12,510,683 12,876,525

Page 3 of 3

68




Schedule 2: Selected Educational, General and Other Funds 9/16/2020 2:21:20PM


General Revenue Transfers

Transfer from Coordinating Board for Texas College Work Study

Program (2019, 2020, 2021)

0 0 47,712 30,622 48,389

Transfer from Coordinating Board for Professional Nursing

Shortage Reduction Program

0 0 0 0 215,019

Transfer of GR Group Insurance Premium from Comptroller (UT

and TAMU Components only)

0 0 3,342,638 3,342,639 4,471,135

Less: Transfer to Other Institutions 0 0 0 0 0

Less: Transfer to Department of Health, Disproportionate Share

- State-Owned Hospitals (2019, 2020, 2021)

0 0 0 0 0

Other (Itemize)

Other: Fifth Year Accounting Scholarship 0 0 6,444 6,444 4,472

Texas Grants 0 0 3,639,207 3,396,770 3,071,597

B-on-Time Program 0 0 0 0 0

Texas Research Incentive Program 0 0 0 0 0

Less: Transfer to System Administration 0 0 0 0 0

GME Expansion 0 0 0 0 0

7,810,612 Subtotal, General Revenue Transfers 6,776,475 7,036,001 0 0

General Revenue HEF for Operating Expenses 0 0 0 0 0

Transfer from Available University Funds (UT, A&M and Prairie

View A&M Only)

0 0 0 0 0

Other Additions (Itemize)

Increase Capital Projects - Educational and General Funds 0 0 0 0 0

Transfer from Department of Health, Disproportionate Share -

State-owned Hospitals (2019, 2020, 2021)

0 0 0 0 0

Transfers from Other Funds, e.g., Designated funds transferred

for educational and general activities (Itemize)

0 0 0 0 0

Other (Itemize)

Gross Designated Tuition (Sec. 54.0513) 52,583,716 51,052,151 49,565,195 45,926,020 44,590,196

Indirect Cost Recovery (Sec. 145.001(d)) 73,000 73,000 41,654 41,654 11,567

Correctional Managed Care Contracts 0 0 0 0 0

Page 1 of 1 69

GR-D/OEGI

Enrollment Total E&G (Check) Local Non-E&GGR EnrollmentE&G Enrollment




9/16/2020 2:21:22PMSchedule 3B: Staff Group Insurance Data Elements (UT/A&M)

GR & GR-D Percentages

GR % 76.06 %

GR-D/Other % 23.94 %

Total Percentage 100.00 %

FULL TIME ACTIVES

1a Employee Only 180 137 43 180 243

2a Employee and Children 65 49 16 65 82

3a Employee and Spouse 52 40 12 52 60

4a Employee and Family 89 68 21 89 99

5a Eligible, Opt Out 2 2 0 2 6

6a Eligible, Not Enrolled 2 2 0 2 4

Total for This Section 390 92 298 390 494

PART TIME ACTIVES

1b Employee Only 3 2 1 3 18

2b Employee and Children 2 2 0 2 8

3b Employee and Spouse 2 2 0 2 5

4b Employee and Family 2 2 0 2 7

5b Eligble, Opt Out 1 1 0 1 1

6b Eligible, Not Enrolled 1 1 0 1 2


Total Active Enrollment 401 308 93 401 535

Sched. 3B: Page 1 of 370

GR-D/OEGI






FULL TIME RETIREES by ERS

1c Employee Only 76 58 18 76 110

2c Employee and Children 1 1 0 1 1

3c Employee and Spouse 38 29 9 38 54

4c Employee and Family 2 2 0 2 4

5c Eligble, Opt Out 4 3 1 4 5

6c Eligible, Not Enrolled 0 0 0 0 0


PART TIME RETIREES by ERS

1d Employee Only 0 0 0 0 0

2d Employee and Children 0 0 0 0 0

3d Employee and Spouse 0 0 0 0 0

4d Employee and Family 0 0 0 0 0

5d Eligble, Opt Out 0 0 0 0 0

6d Eligible, Not Enrolled 0 0 0 0 0


Total Retirees Enrollment 121 93 28 121 174

TOTAL FULL TIME ENROLLMENT

1e Employee Only 256 195 61 256 353

2e Employee and Children 66 50 16 66 83

3e Employee and Spouse 90 69 21 90 114

4e Employee and Family 91 70 21 91 103

5e Eligble, Opt Out 6 5 1 6 11

6e Eligible, Not Enrolled 2 2 0 2 4


Sched. 3B: Page 2 of 3 71

GR-D/OEGI






TOTAL ENROLLMENT

1f Employee Only 259 197 62 259 371

2f Employee and Children 68 52 16 68 91

3f Employee and Spouse 92 71 21 92 119

4f Employee and Family 93 72 21 93 110

5f Eligble, Opt Out 7 6 1 7 12

6f Eligible, Not Enrolled 3 3 0 3 6


Sched. 3B: Page 3 of 372


Agency 750 The University of Texas at Tyler

9/16/2020 2:21:22PM


Schedule 4: Computation of OASI

Proportionality Percentage Based on

Comptroller Accounting Policy Statement

#011, Exhibit 2

Allocation

of OASI

% to

Total

Allocation

of OASI

% to

Total

Allocation

of OASI

% to

Total

Allocation

of OASI

% to

Total

Allocation

of OASI

% to

Total

2019 2020 2021 2022 2023

General Revenue (% to Total) $1,781,184 $1,729,305 $1,678,937 $1,759,261 $1,780,316 76.0622 76.0622 76.0622 76.0622 76.0622

Other Educational and General Funds

(% to Total)

$560,563 $544,236 $528,384 $553,663 $560,289 23.9378 23.9378 23.9378 23.9378 23.9378

Health-Related Institutions Patient

Income (% to Total)

$0 $0 $0 $0 $0 0.0000 0.0000 0.0000 0.0000 0.0000

Grand Total, OASI (100%) $2,341,747 $2,273,541 $2,207,321 $2,312,924 $2,340,605 100.0000 100.0000 100.0000 100.0000 100.0000

Page 1 of 173




Act 2019 Act 2020 Bud 2021 Est 2022 Est 2023Description

9/16/2020 2:21:22PMSchedule 5: Calculation of Retirement Proportionality and ORP Differential

Proportionality Amounts

18,669,342 18,494,779 14,929,920 15,377,818 15,839,152Gross Educational and General Payroll - Subject To TRS Retirement

1,269,515 1,387,108 1,119,744 1,191,781 1,267,132Employer Contribution to TRS Retirement Programs

13,880,704 17,743,582 15,998,515 16,478,471 16,972,825Gross Educational and General Payroll - Subject To ORP Retirement

916,126 1,171,076 1,055,902 1,087,579 1,120,206Employer Contribution to ORP Retirement Programs

Proportionality Percentage

General Revenue 76.0622 76.0622 76.0622 76.0622 76.0622% % % % %

Other Educational and General Income 23.9378 23.9378 23.9378 23.9378 23.9378% % % % %

Health-related Institutions Patient Income 0.0000 0.0000 0.0000 0.0000 0.0000% % % % %

Other Educational and General Proportional Contribution

(Other E&G percentage x Total Employer Contribution to Retirement Programs) 523,194 612,373 520,802 545,629 571,476

Proportional Contribution

HRI Patient Income Proportional Contribution

(HRI Patient Income percentage x Total Employer Contribution To Retirement

Programs) 0 0 0 0 0

Differential

1.9000Differential Percentage 1.9000 1.9000 1.9000 1.9000 %%%%%

13,880,704 17,743,582 15,998,515 16,478,471 16,972,825Gross Payroll Subject to Differential - Optional Retirement Program

Total Differential 263,733 337,128 303,972 313,091 322,484

Page 1 of 174

Activity

Automated Budget and Evalutation System of Texas (ABEST)


9/16/2020 2:21:22PMSchedule 6: Constitutional Capital Funding



A. PUF Bond Proceeds Allocation 1,374,086 7,712,573

Project Allocation

8,502,599 4,790,114 4,000,000

Library Acquisitions 237,761 23,381 648,000 650,000 650,000

Construction, Repairs and Renovations 6,139,165 767,084 5,274,002 1,000,000 1,000,000

Furnishings & Equipment 444,524 519,536 2,022,222 2,790,114 2,000,000

Computer Equipment & Infrastructure 891,123 64,085 558,375 350,000 350,000

Reserve for Future Consideration 0 0 0 0 0

Other (Itemize)

B. HEF General Revenue Allocation 0 0

Project Allocation

0 0 0

Library Acquisitions 0 0 0 0 0

Construction, Repairs and Renovations 0 0 0 0 0

Furnishings & Equipment 0 0 0 0 0

Computer Equipment & Infrastructure 0 0 0 0 0

Reserve for Future Consideration 0 0 0 0 0

HEF for Debt Service 0 0 0 0 0

Other (Itemize)

Page 1 of 1 75


Agency name:Agency code:

Actual Actual Budgeted Estimated Estimated



Schedule 7: Personnel Date:

Time:

9/16/2020

2:21:23PM

FTE Postions

Part A.

Directly Appropriated Funds (Bill Pattern)

221.7 210.9 210.9 210.9 210.9Educational and General Funds Faculty Employees

233.4 211.8 213.4 213.4 213.4Educational and General Funds Non-Faculty Employees

455.1 422.7 424.3 424.3 424.3Subtotal, Directly Appropriated Funds

621.6 674.1 688.5 688.5 688.5Non Appropriated Funds Employees

621.6 674.1 688.5 688.5 688.5& Non-AppropriatedSubtotal, Other Funds

GRAND TOTAL 1,076.7 1,096.8 1,112.8 1,112.8 1,112.8

Page 1 of 176



Authorization

Date

Authorization

Amount

Issuance

Date

Issuance

Amount

Authorized Amount

Outstanding as of

08/31/2020

Proposed Issuance

Date for Outstanding

Authorization

Proposed Issuance

Amount for Outstanding

Authorization


Schedule 8B: Tuition Revenue Bond Issuance History 9/16/2020 2:21:23PM

1997 $9,500,000 $4,200,000 Sep 16 1998

$5,300,000 Aug 26 1999

$9,500,000 Subtotal $0

2001 $20,910,000 $8,300,000 Aug 13 2003

$12,610,000 Nov 4 2004

$20,910,000 Subtotal $0

2006 $49,500,000 $4,637,000 Feb 14 2008

$588,000 Aug 15 2008

$17,735,000 Jan 6 2009

$1,615,000 Aug 17 2009

$2,126,000 Feb 18 2010

$22,799,000 Mar 25 2010

$49,500,000 Subtotal $0

2015 $60,000,000 $30,000,000 Jul 1 2016

$30,000,000 Aug 22 2016

Subtotal $60,000,000 $0

Page 1 of 1 77

Schedule 8C: Tuition Revenue Bonds Request by Project 87th Regular Session, Agency Submission, Version 1

Agency Code: 750 Agency Name: The University of Texas at Tyler

Project Name Authorization Year

Estimated Final Payment Date

Requested Amount 2022

Requested Amount 2023

Campus Upgrade & Equipment 1997 8/15/2020 -$ -$ Longview Higher Education 1997 8/15/2020 -$ -$ Palestine Expansion 1997 8/15/2023 5,250.00$ 110,250.00$ Engineering, Sciences & Technology Building 2001 8/15/2023 1,220,750.00$ 1,050,000.00$ Complete/Renovate/Expand Engineering Building 2006 8/15/2024 2,752,750.00$ 3,378,850.00$ Expansion of Palestine Campus 2006 8/15/2024 462,500.00$ 694,000.00$ STEM Building 2015 8/15/2027 5,428,000.00$ 4,636,500.00$

9,869,250.00$ 9,869,600.00$

Page 1 of 178



Schedule 9: Non-Formula Support 9/16/2020 2:21:23PM


Institutional Enhancement (Academic and Student Support)

(1) Year Non-Formula Support Item First Funded: 1999

Original Appropriation: $4,749,837

Year Non-Formula Support Item Established: 2000

(2) Mission:

The regular session of the 76th Legislature (1999) merged numerous special items for certain institutions into a new appropriation, Institutional Enhancement. This

funding supplements an institution's base funding for core academic operations.

Institutional Enhancement funds are expended by UT Tyler for general institutional and academic support . These funds are used to support instruction, recruitment,

marketing, retention and student success initiatives. Furthermore, this special item funding supports the development of mission-specific instructional programs,

enables the continuation of improvements regarding technological advances in computer and science labs, and enhances existing programs across the university.

(3) (a) Major Accomplishments to Date:

While maintaining high standards, UT Tyler's rate of growth in FTE students is among the highest in the State, with FTE student enrollment and retention increasing

annually. The appropriation of these special item funds has supported scholarships, program enhancements, increased technology, student advising services, and

library support. The growth and success of UT Tyler has greatly benefitted the East Texas region. A recent report found UT Tyler adds $327.4 million per year to the

region’s economy, which is equivalent to creating 6,035 new jobs. Additionally, UT Tyler is growing in national stature, earning several national recognitions

including having the 7th best online graduate nursing program in the United States.

(3) (b) Major Accomplishments Expected During the Next 2 Years:

UT Tyler seeks to respond to ever-changing student and regional needs by providing high-need academic programs through innovative delivery methods. The

University plans to continue to expand flexible instructional methods and innovative pedagogies, such as hybrid programs, so our students can take advantage of the

most up-to-date technologies in a state-of-the-art environment, helping our graduates acquire the skills employers desire. Further, UT Tyler is responding quickly to

regional and workforce needs with plans to begin a Ph.D. program in Clinical Psychology within the next two years in response to a growing demand for mental

healthcare professionals in the East Texas region.

(4) Funding Source Prior to Receiving Non-Formula Support Funding:

N/A

(5) Formula Funding:This non-formula funding item supports enhancing educational delivery and continuous program innovation. The generation of new formula funding, while possible,

is not the intended purpose.


(6) Category:

Page 1 of 679





(7) Transitional Funding:

N

While additional local funds in the form of designated tuition were used to maintain the student support programs following the reduction in funding in the prior

biennium, it is unlikely that additional permanent local sources of funding would be available that would significantly advance or even maintain this initiative's stated

mission.

Annually FY 2019-2020 through FY 2022-2023

(8) Non-General Revenue Sources of Funding:

A significant reduction in student scholarships, academic programs, operations support, and classroom technology enhancement would adversely affect student

access and success at UT Tyler. Lack of funding will hinder UT Tyler's goal of providing a high quality education as a premier university and result in a great detriment

to the entire East Texas region. Reduced funding would also impede our progress toward increasing enrollment and retention rates and slow student progress toward

degree.

(9) Impact of Not Funding:

It is anticipated that the need for assistance in supporting enhancement and innovation in educational program delivery will continue indefinitely.

(10) Non-Formula Support Needed on Permanent Basis/Discontinu

N/A

(11) Non-Formula Support Associated with Time Frame:

N/A

(12) Benchmarks:

The Office of the Provost through the Assistant Vice President for Assessment and Institutional Effectiveness leads and oversees performance reviews to assess

academic, student support services, and administrative support programs. Information is collected annually and documented using established program reviews as

well as UT Tyler’s internal system of institutional effectiveness, which requires units to identify goals, strategies to achieve the goals, and performance indicators used

to assess achievement of the goals annually. These reviews are part of the normal annual assessment process at UT Tyler and are required to maintain professional

accreditations as well as regional accreditation by the Southern Association of Colleges and Schools. Additional assessment resources have been implemented to

monitor and report on progress on the initiatives included within the University’s new strategic plan . Many of these initiatives are centered on improving student

success, the central purpose of this non-formula-funded program.

(13) Performance Reviews:

Page 2 of 680





Longview Campus




(2) Mission:

The Longview University Center (LUC) serves a population of students in East Texas that do not have access to the Tyler campus because of family responsibilities ,

distance, and/or jobs. The campus has become an integral part of the economic development of the region. Leaders of the LUC work closely with business and

industry in the Longview area to provide the educational opportunities their employees need.


Over the last biennium, enrollment at the LUC has grown by 49%, noting the growing demand for baccalaureate-level education in the Longview area. As an

upper-level only institution, the LUC works closely with area community colleges to provide students with a seamless transition from attaining an associate's degree to

pursuing a baccalaureate degree. As the LUC grows, it seeks to do so by focusing on the needs of employers in the region. For example, the LUC recently launched an

upper-level Industrial Engineering program after consulting with area employers regarding their need for industrial engineers. The program will be offered in

partnership with several area institutions, including community colleges, Texas State Technical College, and charter schools. LUC leaders have worked with leaders at

these other institutions to develop seamless 2+2 programs to ensure students can efficiently pursue their studies and enter the workforce in these needed positions as

quickly as possible.


The Longview Campus will continue to work closely with area community colleges and local business leaders to expand degree offerings in the Gregg County region .

Additionally, the LUC has plans to focus on philanthropic efforts to raise funds for needed Industrial Technology lab equipment as well as Anatomy and Physiology

lab equipment that will greatly benefit students. The LUC will also partner with the Longview Innovation Academy, UT Tyler's Charter School, to create mutually

beneficial opportunities for UT Tyler students and Innovation Academy students.


N/A

(5) Formula Funding:The students in the programs offered at the Longview location generate the usual undergraduate formula funding which totals approximately $424,000 annually, based

on the 2018-2019 formula base rate and program weights.

Start-Up

(6) Category:

Page 3 of 681






N

Local funds and some philanthropic support


If this item were not funded, opportunities to accomplish the goals included in 60X30TX would be greatly inhibited. The educationally underserved Upper East Texas

region, where UT Tyler and the LUC are located, has the third-lowest percentage of residents with a Bachelor's degree or higher in the state, at just 17.1%. UT Tyler

seeks to address this challenge by offering high-demand programs convenient to students throughout this region, which will be threatened without this funding.


Non-formula support will be needed until the program enrollment generates sufficient formula funding as well as tuition and fees to sustain program operations . We

anticipate non-formula funding needs to continue through the 2022-2023 biennium. Non-formula funding needs will be reassessed each biennium and funding requests

adjusted accordingly as formula funding and tuition and fees begin contributing to a larger share of the program’s operations .


N/A


Formula Funding per semester credit hour (SCH) equals program operating expense per SCH.

(12) Benchmarks:









Page 4 of 682





Palestine Campus




(2) Mission:

The Palestine Campus special item supports faculty, operating costs, student services, and staff to provide baccalaureate degree programs in an educationally

underserved area. The funding provides the resources necessary to operate a distant site campus.


The Palestine Campus currently has a growing nursing program (a 14% increase in enrollment over the past biennium), helping to fill a critical statewide and regional

workforce need. The program is not only growing in numbers, but is also maintaining a high quality, with UT Tyler’s average NCLEX scores exceeding the average

state and national scores. In order to continue to invest in the strength of this program, UT Tyler recently utilized institutional resources to upgrade the Nursing

Simulation Lab on the Palestine Campus.


The plans over the next two years include expanding the offerings at the Palestine Campus. Palestine Campus leaders will continue to work closely with local

businesses and industries to gain insight on additional services and educational opportunities UT Tyler at Palestine can provide that would add value to the

community. The Campus partners with the Palestine University Academy, UT Tyler’s Charter School, to create mutually beneficial opportunities for UT Tyler students

and University Academy students.


N/A

(5) Formula Funding:The students in the nursing program offered at the Palestine location generate the usual undergraduate formula funding which totals approximately $264,000 annually,

based on the 2019-2020 formula base rate and program weights.

Start-Up

(6) Category:


N

Local funds and some philanthropic support


Page 5 of 683





If this item were not funded, opportunities to accomplish the goals included in 60X30TX would be greatly inhibited. The educationally underserved Upper East Texas

region, where UT Tyler and the UT Tyler Palestine Campus are located, has the third-lowest percentage of residents with a Bachelor's degree or higher, at just 17 .1 %.

Further, the Southeast Texas region, which borders Anderson County where the Palestine Campus exists, has the lowest percentage of residents with either a

Bachelor's degree or higher, at 15.5%. UT Tyler seeks to address this challenge by offering high-demand programs convenient to students in these regions, which will

be threatened without this funding.


Non-formula support will be needed until the program enrollment generates sufficient formula funding as well as tuition and fees to sustain program operations . We

anticipate non-formula funding needs to continue through the 2022-2023 biennium. Non-formula funding needs will be reassessed each biennium and funding requests

adjusted accordingly as formula funding and tuition and fees begin contributing to a larger share of the program’s operations .


N/A


Formula Funding per semester credit hour (SCH) equals program operating expense per SCH.

(12) Benchmarks:









Page 6 of 684

Documents

LEGISLATIVE APPROPRIATIONS EQUEST · Finally, UT Tyler s reputational growth is illustrated by moving from a Regional University to a National University, as determined by U.S. News